FAQs: Renew ANU
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鈥檙e 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鈥檚 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鈥檙e 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鈥檚 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 鈥渁dditional details鈥 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鈥檓 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鈥檙e 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鈥檓 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鈥檚 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鈥檚 retirement, new opportunities, or a change in direction.
I鈥檝e been at the University for many years, and it鈥檚 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鈥檙e unsure, take time to reflect on your goals. Reach out to your manager to understand how a transition could be supported. We鈥檙e here to assist you throughout this process.
I don鈥檛 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.
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鈥檚 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鈥檚 financial position?
The University鈥檚 expenses have steadily increased, but revenue has not kept pace. From 2021 to 2023, there was a 10.1 per cent per year growth in expenses, while revenue only grew by 3.4 per cent per year 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鈥檚 2024 target for growth or expenditure and the University鈥檚 finances remain on an unsustainable trajectory. This renders the Financial Plan unviable. The University鈥檚 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鈥檚 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 鈥 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 are currently sitting at $1.49 million as at January 2025. This is a significant reduction from $163.4m in October 2024. 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鈥檚 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 鈥淥ne ANU鈥 model with clear accountability and responsibilities.
The reorganisation of our academic college structure will 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鈥檚 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 2024.
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, as of October, 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?
The Vice-Chancellor's salary is what was offered to her by the Council and reflects guidance the Chancellor and Pro-Chancellor sought from the Remuneration Tribunal. The Remuneration Tribunal is the independent statutory body that handles the remuneration of key commonwealth offices, including leaders of government corporate entities (like Department Secretaries) and is appropriate for the unique requirements of ANU as the national university. In October 2024, the Vice-Chancellor announced an immediate reduction to her salary of 10 per cent.
In October 2024, the Vice-Chancellor requested that all University's senior leaders employed on Performance Based Employment Contracts (PBECs) consider forgoing the 2.5 per cent salary increase due in December 2024.
What was the result of the ANU staff vote on forgoing the 2.5 per cent December 2024 pay increase?
Voting on forgoing the 2.5 per cent December 2024 pay increase closed at 4pm on Wednesday 20 November 2024. The outcome was communicated to staff the next day.
A total of 4,782 staff participated in the vote, with 88 per cent voting not in favour of the proposed variation to the Agreement.
As a result, there was no change to the 2.5 per cent salary increase scheduled for 19 December 2024. This increase proceeded as outlined in the current Enterprise Agreement and was reflected in the pay occurring 2 January 2025.
The University is grateful that so many staff voted and appreciates their engagement with the consultation process.
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鈥檚 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 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.
You can provide the Taskforce suggestions for non-salary savings through .
What percentage of the current deficit can be attributed to excess and long service leave?
As of 31 December 2024, our total leave liability was $149 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. We have taken action to reduce our spending in this area and this work will continue. We have also reduced the threshold for 天美传媒 approval to engage consultancies.
Why were the Budget forecasts different to the reality?
This is due to a number of factors impacting both our revenue and expenses. 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 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鈥檝e been focusing on growing our domestic postgraduate coursework cohort with initiatives such as A, and these efforts have seen an increase in enrolments. We鈥檝e also been focused on diversifying our domestic undergraduate cohort, so that Australia鈥檚 only national university properly reflects the community it serves. We are closely watching developments in the Federal Government, where policymakers are exploring a 鈥榤anaged growth model鈥. 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 forecasted a $202m deficit for 2024. In 2025 there will be further cost inflation (including two automatic 2.5 per cent 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.
What is the composition of the ANU Council in 2025?
2025 Members of ANU Council are listed below. More information about ANU Council is available on our website here.
| Name | Role | Tenure End |
| Julie Bishop | Chancellor | 31/12/2026 |
| Geneveive Bell | Vice-Chancellor | 31/12/2028 |
| Alison Kitchen | Ministerial appointee | 30/06/2025 |
| Anne-Maree Schwirtlich | Ministerial appointee | 29/09/2025 |
| Larry Marshall | Ministerial appointee | 31/07/2027 |
| Tanya Hosch | Ministerial appointee | 30/06/2028 |
| Rob Whitfield | Ministerial appointee | 30/06/2028 |
| Padma Raman | Ministerial appointee | 30/06/2025 |
| Brenna Barker-Lamb | Postgraduate member | 30/11/2024 |
| Will Burfoot | Undergraduate member | 30/11/2024 |
| Juliana Ng | Deans and research school heads member | 30/09/2026 |
| Liz Allen | Academic staff (faculties) member | 30/09/2026 |
| Lyndall Strazdins | Academic staff (institutes) member | 29/09/2026 |
| Megan Easton | Professional staff member | 25/05/2026 |
| Anthony Connolly | Chair of Academic Board | 14/02/2026 |
Do we also have a benchmark on what is an acceptable level of leave liability for an organisation in our sector?
As of October 2024, 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鈥檚 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:
鈥 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鈥檚 medical and science activities.
鈥 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.
鈥 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鈥檛 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鈥檚 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鈥檚 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 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:
鈥 Collocation of infrastructure-intensive schools within CSM maximises funding opportunities and responsible use of nationally funded resources.
鈥 New research and education opportunities through collocating JCSMR and SMP with CSM.
鈥 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鈥檚 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鈥檚 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 was the consultation period for the proposed 2024 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 released the implementation plans. All feedback was submitted to: org.change@anu.edu.au.
| Consultation process | Date |
| Meetings with directly affected staff | 15 and 16 October 2024 |
Commencement of Consultation Period 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 | 3 October 2024 |
| Facilities and Services Portfolio Townhall | 23 October 2024 |
| Deputy Vice-Chancellor (Research and Innovation Portfolio) Townhall | 24 October 2024 |
Collation of feedback from Consultation Preparation of Implementation Plans | 25 October 2024 |
| Close of Consultation Period | 31 October 2024 |
Collation of feedback from Consultation Preparation of Implementation Plans | From 1 November 2024 |
Publication of Implementation Plans Feedback on Implementation Plans | 25 November 2024 |
| Proposed commencement of Implementation Plans | Week of 2 December 2024 |
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?
A copy of these two reviews can be accessed here:
- , and
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 .
Staff impact
What is the status of the five 2024 implementation plans? Are they subject to a formal dispute between ANU and the NTEU?
As of 28 November 2024, the University is no longer in the dispute with the NTEU for any change management processes, specifically Renew ANU, the ANU College of Health and Medicine, Academic Portfolio, Research and Innovation Portfolio and Facilities and Service Division.
ANU welcomes this development, which gives our community more certainty and clarity about the journey ahead.
All Implementation Plans are available via the Renew ANU website.
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.
What is the timeline for the implementation of this change?
There is a two-week consultation period after release of a change plan, unless otherwise indicated. The University will review 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.
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):
鈥 For academic staff: a redundancy payment of three weeks鈥 salary for each year of service with a minimum payment of five weeks鈥 pay and maximum of 68 weeks鈥 pay; and
鈥 in recognition of the longer lead time for academic recruitment and engagement, an Academic Employment Transition Payment of up to 16 weeks鈥 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).
鈥 For professional staff: a redundancy payment of three weeks鈥 salary for each year of service with a minimum payment of five weeks鈥 pay and maximum of 64 weeks鈥 pay.
鈥 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鈥檛 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鈥檓 on parental leave 鈥 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 have their position 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鈥檓 currently on a temporary transfer. What happens if my substantive position or my temporary transfer position is made redundant?
If a staff member鈥檚 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鈥檚 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鈥檒l be able to more effectively serve our national mission of delivering world-class teaching and research.
I have a question that isn鈥檛 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.
Staff impact
What is the status of the five 2024 implementation plans? Are they subject to a formal dispute between ANU and the NTEU?
As of 28 November 2024, the University is no longer in the dispute with the NTEU for any change management processes, specifically Renew ANU, the ANU College of Health and Medicine, Academic Portfolio, Research and Innovation Portfolio and Facilities and Service Division.
ANU welcomes this development, which gives our community more certainty and clarity about the journey ahead.
All Implementation Plans are available via the Renew ANU website.
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.
What is the timeline for the implementation of this change?
There is a two-week consultation period after release of a change plan, unless otherwise indicated. The University will review 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.
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):
鈥 For academic staff: a redundancy payment of three weeks鈥 salary for each year of service with a minimum payment of five weeks鈥 pay and maximum of 68 weeks鈥 pay; and
鈥 in recognition of the longer lead time for academic recruitment and engagement, an Academic Employment Transition Payment of up to 16 weeks鈥 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).
鈥 For professional staff: a redundancy payment of three weeks鈥 salary for each year of service with a minimum payment of five weeks鈥 pay and maximum of 64 weeks鈥 pay.
鈥 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鈥檛 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鈥檓 on parental leave 鈥 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 have their position 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鈥檓 currently on a temporary transfer. What happens if my substantive position or my temporary transfer position is made redundant?
If a staff member鈥檚 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鈥檚 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鈥檒l be able to more effectively serve our national mission of delivering world-class teaching and research.
I have a question that isn鈥檛 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.
