ÃÛÌÒÊÓƵ

Dear students,

As Australia’s national university, our purpose is to serve the nation through transformational research and education. For us to continue to fulfil this mission, we must ensure our foundations are strong, and our structure and resourcing are in line with our priorities, expertise, financial reality, and prevailing policy environment.

Renew ANU: our structure should match our priorities and expertise

Our Academic College structure is relatively young and still evolving. Through a targeted reorganisation, we will continue to ensure that our expertise and resources enable us to deliver on our national mission. This means maximising efficiency and impact, whilst ensuring our graduates are well-prepared to meet the challenges of a fast-evolving global environment.

Under the proposed changes, we would move to a six College structure from 1 January 2025. All 42 existing schools, centres, and institutes within our current Academic College structure would be retained, but some would move to new College homes. Our proposed changes include:

• Reducing the number of Academic Colleges from seven (7) to six (6) by dis-establishing the ÃÛÌÒÊÓƵCollege of Health and Medicine (CHM).

  • We are continuing to invest in medical research and the enduring legacy built over seven decades at ÃÛÌÒÊÓƵby moving the existing Schools and Centre to new Academic college homes (see below);

• Realigning five (5) Schools, two (2) Centres and one (1) Institute (see below); and

• Renaming three (3) of the current ÃÛÌÒÊÓƵColleges, bringing together key schools with complementary expertise, creating new centres of gravity and purpose, to deliver an ambitious education and research agenda serving our national mission.

The ÃÛÌÒÊÓƵCollege of Law would be renamed the ÃÛÌÒÊÓƵCollege of Law, Governance, and Policy. It would include the Crawford School of Public Policy, the School of Regulation and Global Governance, and the National Centre for Epidemiology and Population Health.

The ÃÛÌÒÊÓƵCollege of Science would be renamed the ÃÛÌÒÊÓƵCollege of Science and Medicine. It would include the John Curtin School of Medical Research, and the School of Medicine and Psychology.

The ÃÛÌÒÊÓƵCollege of Engineering, Computing and Cybernetics would be renamed the ÃÛÌÒÊÓƵCollege of Systems and Society. It would include the Fenner School of Environment and Society, the Mathematical Sciences Institute, and the Centre for Public Awareness of Science.

The ÃÛÌÒÊÓƵCollege of Asia and the Pacific would remain focused on its founding mandate to advance our understanding of the Asia-Pacific region.

There are no proposed changes to the ÃÛÌÒÊÓƵCollege of Business and Economics, or the ÃÛÌÒÊÓƵCollege of Arts and Social Sciences. These Colleges would remain as established Colleges with their existing Schools.

Further information about the proposed new structure and consultation process is available at the Renew ÃÛÌÒÊÓƵmicrosite.

The 2024 class schedule for teaching will be unaffected by these changes.

Reform is necessary – we must be operationally sustainable in order to continue to deliver on our national mission

Like many universities globally, ÃÛÌÒÊÓƵis facing a substantial financial challenge. This is not a new challenge. During the pandemic, we made a series of choices to prioritise the security and wellbeing of our community.

Our expenses have steadily climbed since 2019, and our revenue has not kept pace. This means we have been operating at a deficit for a number of years. Current economic and policy circumstances mean that the growth strategy previously agreed by the ÃÛÌÒÊÓƵCouncil is no longer viable, and our current trajectory is not sustainable without structural intervention.

Throughout 2024, we have been working to tackle our financial situation, including implementing a number of operational controls and efficiencies in our corporate and procurement arrangements, together with changes to how we deliver professional services in Finance, HR and IT. Simultaneously, the Expenditure Taskforce, led by our Chief Operating Officer, has been considering options for non-salary cost savings across the University.

The ÃÛÌÒÊÓƵCouncil has now directed us to make the changes necessary to ensure the long-term sustainability and financial viability of ÃÛÌÒÊÓƵas a high quality, world leading institution. This includes reducing our recuring operating costs by $250 million over the next 15 months. This will be achieved through reductions in salary and non-salary costs. This decision has not been taken lightly. All attempts are being made to minimise the number of redundancies, however some job losses will be unavoidable.

This is the start of a 15-month reset to get us on a sustainable footing by 2026

This is not a one-off correction. ÃÛÌÒÊÓƵwas faced with a similar situation at the outset of the pandemic under the ÃÛÌÒÊÓƵCovid Recovery Plan in 2020. We made some hard decisions then that were effective, but not long lasting.

The changes we make now need to set us up to be operationally sustainable in the long term. We will be a smaller university, but remain distinctive, excellent, and with a strong sense of community. We will do less, but we will do it better.

We understand that change can bring uncertainty, and we are committed to ensuring regular updates through the Renew ÃÛÌÒÊÓƵmicrosite and our weekly OnCampus newsletter. Your university leaders will also be able to speak about the proposed changes and I encourage you to reach out to them. The Renew ÃÛÌÒÊÓƵmicrosite will be updated with further information throughout the process.

Support is available for our entire community

These are reforms to the way we organise our schools within the College system, and will have limited impact on students. But we understand that change and uncertainty can be confronting. Please take advantage of the free safety and wellbeing services available. Information is available on the Renew ÃÛÌÒÊÓƵmicrosite, and the Student Health, Safety and Wellbeing page of the main ÃÛÌÒÊÓƵwebsite.

I would like to extend my heartfelt thanks for your understanding during this challenging period.

The rest of 2024 and 2025 will continue to be a period of transformation for ÃÛÌÒÊÓƵas we adapt to the modern expectations of universities in Australia.

It is both a responsibility and privilege to undertake this work on behalf of the University community, the nation and neighbouring region. Our students are the core of the University, and these changes are being made to ensure we can continue to deliver world-class education and research into the future.

Genevieve

Vice-Chancellor and President