The Australian National University (ANU) is embarking on a new strategic path following the announcement from its interim vice-chancellor, Rebekah Brown. Her focus lies on enhancing the university’s reputation, improving student enrolment, and leveraging internal expertise to rebuild trust and stability within the institution.
Brown’s strategy comes as the university seeks to conclude the Renew ANU program, a major restructuring initiative valued at over $1 million. While the program will no longer involve forced redundancies, some restructuring is anticipated across five key areas: the College of Arts and Social Sciences, the College of Science and Medicine, Campus Environment, Residential Experience Division, and the Academic Portfolio.
Consolidation and Feedback Integration
In outlining her plans, Brown emphasized the importance of continuing the consolidation of professional services. “We’re about two-thirds of the way through,” she stated, underscoring the necessity of completing the work initiated under the Renew ANU program. ANU has received over 1,000 pieces of written feedback regarding the Academic Portfolio and the College of Arts and Social Sciences, which are currently being reviewed. An ANU spokesperson mentioned that implementation plans are in development, with the aim of finalizing the Renew ANU program soon.
One of the immediate goals highlighted by Brown is increasing student numbers, which have been capped since 2018. The previous vice-chancellor, Brian Schmidt, noted that the timing of this cap was unfortunate, particularly as the COVID-19 pandemic significantly impacted both overseas and interstate student admissions.
Financial Stability and New Directions
Brown pointed out that achieving financial stability is critical for the university’s future. This stability will be pursued through transparent expenditure controls, revenue growth, and efforts to enhance the institution’s reputation. “If we get that right, we are going to be thriving,” she remarked.
Although she expressed reluctance to view international students purely as revenue sources, Brown acknowledged the current financial constraints faced by ANU. She noted concerns from international agents regarding the university’s stability and curriculum, which could affect recruitment efforts.
The current university strategy is set to expire at the end of 2025. Brown indicated that a collaborative effort will be made across all faculties and departments to develop the next strategic plan, incorporating feedback from both staff and students. Starting Monday, she will be visiting various colleges and portfolios to engage directly with stakeholders.
In the longer term, Brown aims to implement a new budget model that integrates more academic input, drawing on the expertise from the College of Business and Economics. “If we have the expertise, we’ll be using ours first,” she stated, while also acknowledging that there may be instances where external consultants are necessary.
While the search for a permanent vice-chancellor is underway, Brown confirmed that she does not intend to alter the existing senior leadership team. She emphasized the importance of unity and clarity in the university’s strategic direction, ensuring that staff can trust her in her interim role.
As ANU navigates these changes, the focus remains on rebuilding its reputation and ensuring a stable and thriving environment for students and faculty alike.
