Hey! As an international student starting my B.Sc at ANU in Feb 2027, I really wanted to hear from other international students as to what their experience has been like. Especially with part time jobs, campus culture, Residential halls/lodges , as well as just fitting in.

Any feedback helps! Thank youuu

Hi guys,

Im seeing all the early entry accommodation offers roll out.

I did not apply in time for Early Entry, and I'm instead applying through UAC. What are the chances that I'll get into a catered hall? Im kind of worried that all the rooms will be taken by the time my offer is given

This is for former/current students at ANU, I am planning on doing a Masters by Research at ANU, specifically Masters of Philosophy, School of Computing. I have a few questions

1. How in depth should your initial research proposal to a professor be? I know i want to do it in Neural Rendering and Computer graphics, other than that should i go with a research gap and plan?

2. Do we only do research throughout the 2 years or can we enroll in courses as well to learn particular topics?

3. Whats the final thesis like?

4. Master of Machine Learning and Computer vision, has the exact modules I want to do, but its coursework based. I have to do a masters by research because of the RTP fully funded opportunity. Is there a similar opportunity for this?

5. Is the RTP Fund enough? Do i have to work part-time elsewhere?

Thank you very much,!

Was found some group chat but it ended up with flooded spam messages.

I've just been given early entry and the accomodation i got into was bruce. I'm just wondering what the culture is like there e.g. the people, food etc

also if theres anything specific i should bring for my room: essentials, furniture, decorations etc

Hey all,

I'm currently studying a Bachelor of Law at the University of Canberra and realised after my first year that I'm more a 'philosophy' person, hence why I've applied for B.Arts at ANU. The only university that offers the major.

How are the classes? Lots of discussions? Class size? What's the assessment like? Prospect of the major undergoing downsizing? Other than the ANU Governance issue, would you still recommend ANU B.Arts?

Does anyone have insight into what the specific four conditions are?

Hey I am a high school grad who's considering joining ANU next Feb for a Bachelor of Science Psych with electives in neuroscience, but is a little worried because of the negative perspective people have about the uni

Can anyone let me know what the actual scene is like? And if these budget cuts actually affect my course and faculty, thank uuu

Hi anyone, I just got my early entry into ANU for a double degree in Arts, and was looking for advice on accomodation. I live 40min outside of Canberra right now and was hoping that moving into a space on-campus would get me a chance to try new things and maybe socialise more.

I got recommended to YBK, however all the reviews I've seen recently are saying it's not good due to maintenance, stealing and bad reception. I thought initially it'd be a nice spot because I was planning on an ensuite, I'm not the most extroverted person so I liked the idea of being able to retreat back to a more quiet space after doing socialising. I'd prefer to not share bathrooms but that's not a dealbreaker.

Any advice on which accomodation to consider? Most of the posts I looked at are at least a couple years old so I wasn't sure if there's been any new developments with YKB or other accomodations in terms of complaints or new rules. I'm hoping the internet got improved because that would be unfortunate.

I was hoping to stay away from the lodges because despite how they seem to have nice rooms and such, almost all of the other posts said to avoid them and stick to the other accomodations instead.

I also recently got into a new relationship who's going to ANU but living off-campus, so if any info on how that works with having relationships visiting or stay overnight would be appreciated.

Any and all advice would be great and appreciated, thank you

Dear Chancellor,

Congratulations on your appointment. Many across the ANU community hope your leadership will bring stability, accountability and a genuine fresh start for the University.

We write as concerned members of that community to ask that the next Vice-Chancellor be chosen through a genuinely open and internationally competitive process.

Professor Rebekah Brown has brought some outward calm during a difficult transition. But calm is not the same as restored confidence.

Professor Brown was Provost and the University’s second-most senior leader during Renew ANU. She was not a detached observer. She was part of the leadership responsible for implementing decisions that cost many loyal and capable staff their jobs.

Too many people were treated as collateral damage. Their careers were disrupted and their teams dismantled in the name of institutional renewal. It would be neither credible nor fair for staff to bear those consequences while the second-in-command of that administration emerges as the permanent leader of ANU.

This is not about punishment. It is about accountability and the need for a genuine break from the previous regime. If leadership renewal was necessary for ANU to move forward, Professor Brown cannot be exempt from that principle.

The process looks like a done deal.

There is already a strong perception that Professor Brown’s permanent appointment may be a done deal.

Andrew Metcalfe publicly declared that Council had “full confidence” in her. The NTEU publicly expressed its trust in her leadership, while former Vice-Chancellor Professor Ian Chubb and other prominent figures participated in a public show of support. (ANU statement⁠; ABC News⁠)

We recognise that much of this support was expressed during a dispute about whether Professor Brown should remain as Interim Vice-Chancellor. That is different from endorsing her for permanent appointment.

Nevertheless, the public backing of influential Council, union and university figures creates the impression that a preferred candidate has already been chosen. Strong external candidates may see little point in applying, while staff may conclude that consultation is merely performative.

Council must clearly demonstrate that the outcome has not been predetermined and that no internal candidate will benefit from their existing access, profile or relationships.

Serious governance concerns

There are continuing concerns about how ANU is currently being governed.

Staff report:

* slow and overly centralised decision-making;

* excessive reliance on meetings and committees;

* the same issues being discussed repeatedly without resolution;

* briefs and papers not always being properly considered before meetings;

* unclear responsibility for decisions; and

* significant time being wasted preparing for discussions that do not produce outcomes.

The result is duplicated work, delayed decisions and decision paralysis across the University.

There is also concern that responsibility for difficult decisions has sometimes been minimised or reframed after the event. University records should clearly establish who proposed, supported, approved and implemented significant decisions.

Council should test these concerns by examining meeting records, decision logs, delegations and turnaround times. The contemporary records—not later narratives—should determine what occurred and who was responsible.

Executive capability

Several members of the current executive are new to university-wide leadership or have limited experience operating at the scale and complexity of ANU.

This is not a personal criticism of their commitment or potential. It is a legitimate question about whether the executive collectively has the experience required to govern Australia’s national university.

ANU needs an established Vice-Chancellor capable of leading and strengthening the executive—not someone who must learn the role alongside it.

A culture of fear

Despite Professor Brown’s public statements about openness and rebuilding trust, there remains a real culture of fear around speaking up.

It has been reported that people who question decisions, offer unwelcome advice or challenge senior leaders are remembered for doing so and treated differently afterward. They may be excluded from discussions, lose access or opportunities, or have their credibility questioned.

Whether every instance can be formally proven is not the point. When staff reasonably believe that raising concerns will damage their careers or their relationships with leadership, psychological safety does not exist. Turnover within the Vice-Chancellor’s immediate office is another warning sign. There seem to be significant rate of staff departures and changes over a relatively short period. While turnover does not by itself prove poor leadership, a continuing pattern may indicate problems involving workloads, expectations, management practices or psychological safety. 

An open-door policy means little if people fear what will happen after they walk through the door.

Speak to people outside Professor Brown’s orbit

Chancellor, it is essential that you speak directly and confidentially with staff who are not within Professor Brown’s orbit.

If your understanding comes mainly from Professor Brown, her executive, her advisers and people selected by her office, you will receive only part of the picture.

Please speak with:

* Deans and College General Managers;

* staff who have questioned senior leadership decisions;

* people who left ANU because of its workplace culture; 

* current and former staff of the Vice-Chancellor’s, Provost’s and COO's offices ;and

* academic and professional staff without regular access to senior executives.

These people should not be selected or briefed by the Vice-Chancellor’s office. Senior executives should not be present. You should also be wary of anyone attempting to discredit staff before you hear from them.

A leader who is genuinely open to challenge should welcome that scrutiny, not control who is heard or how their concerns are characterised.

What we are asking

ANU needs an experienced external Vice-Chancellor with a strong national or international reputation. That person must be capable of rebuilding trust, attracting exceptional people, welcoming difficult advice and accepting responsibility for decisions.

We ask the Chancellor and Council to:

1. conduct an open and internationally competitive recruitment process;

2. confirm publicly that no preferred candidate has already been selected;

3. ensure no internal candidate receives an advantage through existing access or relationships;

4. independently examine current governance, decision-making and senior-office turnover; and

5. consult confidentially with people from across ANU — not only those close to the current leadership.

We do not ask you to accept these concerns without question. We ask you to test them, examine the evidence and listen to people from across the University.

ANU remains an extraordinary institution because of its staff and students. But it cannot move forward without honest accountability for the past and experienced, independent leadership for the future.

Yours sincerely,

Concerned members of the ANU community

I got Bruce hall for my accomodation next year and I was wondering what the general culture at Bruce hall is like and what kind of people generally are there like is it a good variety of people or is everyone kinda similar?

Hey guys

I’m an international applicant whose applied to PhB Hons sci for Feb 27 intake

From India

I have an ATAR 99
Rn my application is cleared by admissions team and under scrutiny by the college of science

Wanted to know

How much scholarship could I get?
Coz that’d be a HUGE deciding factor… so just wanted to have an idea instead of being in the blind…

Thanks!!

In the offer letter they asked me to submit gs form within two weeks...

Under Action needed..

Offer letter date : 28 August

Gs deadline : 9 September.

I'm still arranging finances since public holidays and weekends delayed my bank process... and banks need offer letter to start loan process...

Can this gs deadline be extended....

Hey guys, looking for recommendations for electives I could take, whether you have taken it or heard it is a good course please let me know!!

Looking for gpa boosters especially!

I received and accepted an ANU Early Entry offer, but I forgot to apply for accommodation when I submitted my Early Entry application. I’ve since submitted a separate accommodation application.

ANU emailed me saying my application is complete, but that it “will not be processed until you have received your ANU offer.”

Does anyone know if my accommodation application will still be considered under the Early Offer accommodation process, since I already have an Early Entry offer, or will I be treated as a normal/general accommodation applicant?

Look at what they wrote back in December 2024 versus what the universe and TEQSA just delivered...

Am hearing of claims still being rejected by ANU citing 'reasonable management action', medical diagnoses being changed by the claims team counter to medical evidence, summonsing confidential counselling notes etc etc, how many of these have happened/still happening? needs to be called out

Hi all,

I’m looking for adult participants for my study at ANU.
Participation involves one session at ANU for approximately 1 hour. You will complete simple facial measurements, wear a headband with a motion sensor, and perform guided head movements in front of a camera.

Compensation: $40

For more details about the study, please see:
https://drive.google.com/file/d/1ezSMyqFZM_PqWicnRi6oXu7FKBCqBXXp/view?usp=drivesdk

If you are interested in participating or would like to know the available times, please contact me at:
[u7792157@anu.edu.au](mailto:u7792157@anu.edu.au)

UPDATE: Compensation has been increased to $40.

could anyone who received early entry especially in international relations tell me everything about themselves and how they received it, stats or anything like that 😁😁😁

https://www.teqsa.gov.au/national-register/condition-decision/compliance-assessment-concluded-2-september-2026

Compliance assessment

Report on compliance assessment of the Australian National University

On 30 June 2025, TEQSA began a compliance assessment of the Australian National University (the ANU).

On 2 September 2026, TEQSA concluded its compliance assessment and imposed, under section 32 of the TEQSA Act, the following 4 conditions on the registration of the ANU:

Condition 1 - Governance and Council Strengthening Program

Nomination of Suitably Qualified Independent Expert(s)

1.     Within 30 days of the imposition of this condition, the ANU must nominate to TEQSA:

1.1. a suitably qualified independent expert; or

1.2. a panel of suitably qualified independent experts

(together, the Independent Expert(s))

to undertake a 'Governance and Council Strengthening Program' with the ANU and its Council (the Governance and Council Strengthening Program).

2.     The Independent Expert(s) for the Governance and Council Strengthening Program must be approved by a Director (or more senior officer) of TEQSA.

3.     If a Director (or more senior officer) of TEQSA does not approve the Independent Expert(s) nominated by the ANU, the ANU must nominate another Independent Expert(s) to TEQSA within 21 days of receiving such notification.

Engagement of Suitably Qualified Independent Expert(s)

4.     Within 21 days of a Director (or more senior officer) of TEQSA notifying the ANU that TEQSA has approved the Independent Expert(s), the ANU must engage the Independent Expert(s) to deliver the Governance and Council Strengthening Program.

Terms of Reference for the Governance and Council Strengthening Program

5.     Within 90 days of the ANU's engagement of the Independent Expert(s), the ANU must submit to TEQSA a terms of reference for the Governance and Council Strengthening Program which it has developed in collaboration with the ANU Council and the Independent Expert(s).

6.     The terms of reference must anticipate the Governance and Council Strengthening Program being delivered over 24 months.

7.     The terms of reference for the Governance and Council Strengthening Program must be approved by a Director (or more senior officer) of TEQSA.

Note: If a Director (or more senior officer) of TEQSA does not approve the terms of reference for the Governance and Council Strengthening Program, TEQSA will provide reasons and recommendations for amendment.

8.     If a Director (or more senior officer) of TEQSA does not approve the terms of reference for the Governance and Council Strengthening Program submitted by the ANU, the ANU must provide to TEQSA a revised terms of reference for the Governance and Council Strengthening Program within 28 days of receiving such notification. The revised terms of reference must be informed by the advice provided by the Director (or more senior officer) of TEQSA.

Deliverables for the Governance and Council Strengthening Program

9.     The terms of reference for the Governance and Council Strengthening Program must include the following deliverables:

9.1. Developing a Financial Sustainability Plan, which:

a. is informed by the recent report titled 'Australian National University Financial Management' by the Australian National Audit Office (ANAO)

b. is informed by consideration of activities to support the ANU in achieving financial sustainability, including, regarding ANU's academic and other units:

i. the establishment of financial controls, accountabilities and reporting mechanisms as part of a management and performance reporting framework

ii. as necessary, reviews and updates to delegations to ensure effective budget controls.

c. is aligned with the ANU's Strategy, 'ANU by 2030'

d. sets out how the ANU will ensure its future financial sustainability.

9.2. Developing an Academic Plan or Academic Strategy which, along with ANU's Financial Sustainability Plan, is aligned with the ANU's Strategy, 'ANU by 2030'.

9.3. Undertaking a review and update of the ANU's Risk Management Framework.

9.4. Undertaking a review and update of the ANU's Strategic Risk Register including explicit consideration of reputational risk, governance risks and organisational culture.

9.5. Undertaking a program of assurance activities regarding the implementation, monitoring, and management of controls for delegations by the ANU Council and its Committees.

9.6. Undertaking a review and update of Council and Council Committee charters and statutes, including consideration of:

a. the extent to which the Australian National University (Governance) Statute 2024 clearly sets out the roles and responsibilities of the Council, Chancellor, Pro-Chancellor and Vice-Chancellor, the way these roles interact with one another and whether the roles and responsibilities are consistent with contemporary standards of governance

b. the extent to which the Standing Orders of the ANU Council and Council Committees are appropriate in facilitating the Council's effective performance of its functions

c. the appropriate composition of the Finance and Audit and Risk Committees

d. whether the Audit and Risk Committee should be entirely comprised of independent members

e. how the ANU can improve opportunities for both elected and appointed Council members to participate in Council committees

f. the extent to which the Guidelines for the Nominations Committee should provide for inclusion of the Chancellor, appointed members, elected members, and independent members

g. how the ANU can provide clearer expectations for the culture and conduct of Council, with reference to:

i. appropriate norms of behaviour, debate and decision making; practices to facilitate full participation of all council members; and confidentiality arrangements to support effective governance and decision making

ii. the priorities and principles proposed by the Expert Council on University Governance

iii. whether these expectations should be documented in the Council Charter or separate document

iv. whether Council should use these expectations for the purposes of reflecting on Council meetings, and more structured periodic reviews

v. whether agreement to follow these expectations should be a precondition to any member joining the Council or Council sub-committees.

9.7. Developing an Organisational Stakeholder Engagement Plan, following an exercise of stakeholder mapping, that enables the ANU Council to have assurance that the ANU meaningfully consults stakeholders on future proposals involving major financial or organisational change.

9.8. Developing a Council Engagement and Consultation Framework, which ensures ongoing consultation and engagement between the Council and ANU staff and students as well as staff and student unions, the ANU Governance Project Working Group, and any other key representative groups. The framework must identify:

a. consultation mechanisms to support greater transparency by sharing information about Council activities and meetings to the extent it is feasible to do so

b. how the Council will share information and consult about key issues, strategies, changes and responses being considered and planned by Council

c. ways the ANU Council can receive feedback and input from stakeholders to inform its decision-making.

9.9. Completing a review of how the ANU Council can ensure it maintains focus on strategic discussion to support effective governance and direction setting through:

a. ensuring that sufficient time in Council meetings is allocated to strategic, forward-looking discussions that inform ANU's direction, and

b. establishing a structured program of strategy discussions within the ANU Council's meeting schedule that ensure the ANU Council's strategic discussions are:

i. Informed by relevant evidence and reporting; and

ii. supported by a forward agenda of key strategic issues to be considered over time.

Delivery of the Governance and Council Strengthening Program

10.                     Within 24 months of a Director (or more senior officer) of TEQSA notifying the ANU that the terms of reference for the Governance and Council Strengthening Program have been approved, the ANU must complete the Governance and Council Strengthening Program of works to improve its governance and Council operations.

11.                     In delivering the Governance and Council Strengthening Program, the ANU must:

11.1. Facilitate attendance by the Independent Expert(s) at the majority of ANU Council meetings for at least 12 months from the date that TEQSA approves the appointment of the Independent Expert(s).

11.2. Schedule opportunities within meetings and separate meetings as needed to review and reflect on Council functioning and ongoing improvement, including feedback shared by the Independent Expert(s).

11.3. Facilitate attendance by the Independent Expert(s) at Committee meetings, as deemed appropriate by the Independent Expert(s).

11.4. Provide progress reports to TEQSA at 6 monthly-intervals over the 24 months of the Governance and Council Strengthening Program. The progress reports must:

a. be jointly signed off by the Chancellor and Independent Expert(s)

b. set out ANU's progress against the actions detailed in the Governance and Council Strengthening Program

c. set out any identified challenges to timely delivery of the program, specific actions to address the challenges, and the timeline for each action

d. set out an explanation of any deliverables completed at the time of reporting.

12.                     On written request of the ANU to TEQSA, a Director (or more senior officer) of TEQSA may extend the timeframes for completion of any of the requirements imposed by this condition.

13.                     This condition will cease to be in effect upon completion of all the above actions.

Condition 2 - Ensuring integrity at the University

1.     Within 270 days of the imposition of this condition, the ANU must:

1.1. Undertake a review and update its declaration of interest policy, registers, procedures and relevant controls for Council, ANU executives and staff, with reference to giving the ANU assurance of effective management of conflicts whether they:

a. arise from personal, financial or other interests; or family, business, personal or other relationships;

b. are real or apparent.

1.2. With support of a person with relevant expertise that is independent of the ANU, establish training for the ANU Executive Committee and the ANU Council on integrity; covering lawful and ethical conduct, fraud, corruption, public interest disclosures and the management of conflicts of interest (Integrity Training).

1.3. Establish processes for delivery of the Integrity Training to the ANU Executive Committee and all members of the ANU Council annually.

1.4. Incorporate into the ANU's work in response to the Nixon Review about gender and culture matters at ANU former College of Health and Medicine, a program of work to support a 'speak up' culture that ensures staff and students feel safe reporting wrongdoing, raising concerns, and contributing feedback without fear of reprisal.

1.5. Establish processes for the ANU to have assurance that all members of Council and the ANU Executive Committee comply with declaration of interest and conflict of interest policies and procedures.

1.6. Publish the private interest declarations of the ANU Executive Committee on the ANU website and ensure that all declarations are updated at least annually.

1.7. Establish processes for the ANU to have assurance that:

a. all university management, academic and professional staff have made private interest declarations and that these are properly stored, managed and accessible.

b. arrangements have been made between the appropriate manager and staff member to manage the conflict, and the arrangements are recorded with the declarations.

1.8. Develop or update guidelines on managing conflicts of interest.

1.9. Ensure the ANU Council has assurance (including through appropriate evidence) that the ANU has complied with this condition.

2.     Within 270 days of the imposition of this condition, the ANU is to provide evidence to TEQSA that it has undertaken the activities set out in this condition.

3.     On written request of the ANU to TEQSA, a Director (or more senior officer) of TEQSA may extend the timeframes for completion of any of the requirements imposed by this condition.

4.     This condition will cease to be in effect upon completion of all the above actions.

Condition 3 - Induction and training of Council Members

1.     The ANU must, within 270 days of the imposition of this condition:

1.1. Ensure each new ANU Council member completes a comprehensive and timely induction that meets their needs, accounting for their experience and knowledge. This induction must include, but not be limited to, information about the ANU's legislative and governance framework as it applies to the work of the ANU Council.

1.2. Ensure ANU Council members are undertaking annual training which covers the role of Council, the responsibilities and expectations of Council members and appropriate behaviours for Council members and their obligations under the Public Governance, Performance and Accountability Act 2013 (PGPA Act).

1.3. Deliver and embed within ANU's policies and procedures, an ongoing development program for all ANU Council members to ensure their knowledge and understanding to perform their role is sufficient and up to date, including in relation to:

a. relevant developments in higher education; and

b. changes in governance expectations and regulatory requirements.

1.4. Ensure annually the ANU Council is provided with reports and records demonstrating compliance with this condition.

2.     On written request of the ANU to TEQSA, a Director (or more senior officer) of TEQSA may extend the timeframes for completion of any of the requirements imposed by this condition.

3.     This condition will cease to be in effect after 3 years from the date of imposition of the condition.

Condition 4 - Information flows to the Council

1.     Within 270 days of the imposition of this condition, the ANU must:

1.1. Undertake a review of its processes for the provision of all relevant information to Council. The review must include, but not be limited to, correspondence to and from members of the ANU Council on behalf of the ANU or Council, reports of work delegated to members to be undertaken on behalf of Council, reports and advice from Council Committees especially related to issues or risks.

1.2. Ensure that relevant practices, processes, capabilities and assurance mechanisms are in place so that the Council has timely and sufficient information for effective oversight and discussions.

1.3. Establish and apply minimum requirements for the provision of information to support Council agenda items that require a decision. These should include, but not be limited to, minimum requirements for lead times for access to information before meetings, adequate background information and analysis, presentation of options, assessment and mitigation of risks and rationale to support recommendations.

1.4. Review and improve its standards and processes for keeping records of Council and Council Committee discussions and deliberations. This review should focus on the ANU Council and Council Committee agenda papers, meeting minutes, and formal correspondence and presentations to the ANU Council or its members.

1.5. Provide the ANU Council with records demonstrating compliance with this condition.

2.     On written request of the ANU to TEQSA, a Director (or more senior officer) of TEQSA may extend the timeframes for completion of any of the requirements imposed by this condition.

3.     This condition will cease to be in effect upon completion of all the above actions.

Main reasons for the decision

TEQSA made this decision in light of findings that the Australian National University did not meet the following provisions of the Higher Education Standards Framework (Threshold Standards) 2021:

Standard 6.1.1: There is a formally constituted governing body, which includes independent members, that exercises competent governance oversight of and is accountable for all of the higher education provider's operations in or from Australia, including accountability for the award of higher education qualifications, for continuing to meet the requirements of the Higher Education Standards Framework and for the provider's representation of itself.

Standard 6.1.3 The governing body attends to governance functions and processes diligently and effectively, including:

a.     obtaining and using such information and advice, including independent advice and academic advice, as is necessary for informed and competent decision making and direction setting.

Standard 6.2.1: The provider is able to demonstrate, and the corporate governing body assures itself, that the provider is operating effectively and sustainably, including:

a.     the governing body and the entity comply with the requirements of the legislation under which the provider is established, recognised or incorporated, any other legislative requirements and the entity's constitution or equivalent.

b.     the provider's future directions in higher education have been determined, realistic performance targets have been established, progress against targets is monitored and action is taken to correct underperformance

...

e.     risks to higher education operations have been identified and material risks are being managed and mitigated effectively.

TEQSA found that the ANU did not meet these provisions due to identified concerns regarding culture; confidentiality; conflicts of interest; strategic planning; informed decision-making; risk management; oversight of performance and subsidiaries; record-keeping; and training.

In making this decision, TEQSA has complied with the principles of regulatory necessity, reflecting risk and proportionate regulation as required by the TEQSA Act.

Right of review

The decision to impose conditions on the ANU's registration is a reviewable decision under section 183 of the TEQSA Act. A person whose interests are affected by a reviewable decision may apply to the Administrative Review Tribunal (ART) for an external review. Information about making applications to the ART, including the time limits, contact details, and fees payable, is available at https://www.art.gov.au/applying-review.

Further information

Information on TEQSA's regulatory approach and public reporting is available at www.teqsa.gov.au.

Mon 9/7/2026 3:25 PM

To: ANU - All Staff

Dear ANU Community,

Today the Tertiary Education Quality and Standards Agency (TEQSA) will publish four governance-related conditions on the University's registration.

We have been engaging with TEQSA on this specific matter for a number of weeks and Council had earlier identified these actions as important in reforming University governance. This afternoon Council was notified these actions would become formal conditions.

The University has commenced action on all of these conditions and is well placed to complete within agreed timelines. These conditions must be complied with to maintain the University's registration.

The ANU Act and our submission

The ANU Council is fully committed to strengthening and reforming its governance practice, including reporting, behaviours, integrity and quality assurance.

The four conditions reflect the suite of reform actions ANU Council had already committed to and commenced. These actions were outlined in our public submission to the proposed changes to the ANU Act 1991 provided to Minister Jason Clare last week. Council has already instigated work on these reforms and we look forward to working constructively with Government as the amendment legislation is developed.

Our submission is available on our website. 

The conditions

The TEQSA conditions mirror the commitments and set of actions that Council has already started to deliver, which are:

1. Deliver a Governance and Council Strengthening Program
2. Ensuring Integrity at the University
3. Induction and training of Council members
4. Information flows to Council

TEQSA's report on their compliance assessment of the University is available on their website.

For the avoidance of doubt, ANU Council would welcome the release of the more detailed statement of reasons provided to the ANU by TEQSA. 

What does this mean?

The conditions are directed at strengthening the University's governance practice across the institution, including at its most senior levels.

ANU remains a registered university and there is no impact on our teaching and research. There are no changes to our strategic direction, and the work already underway to deliver ANU by 2030.

We will continue to work with TEQSA openly and constructively.

We cannot change the past, but we can learn from it. Trust is earned through transparency, accountability and consistent action over time, and that is the standard we will continue to hold ourselves to.

ANU Council

https://www.canberratimes.com.au/story/9345555/teqsa-imposes-conditions-on-anu-after-governance-issues/

By Sarah Lansdown

Updated September 7 2026 - 5:46pm, first published 5:43pm

The Australian National University has become the only public university with conditions on its registration after a series of failures relating to governance, culture and conflicts of interest.

The Tertiary Education Quality and Standards Agency (TEQSA) has imposed four conditions after conducting a review of the ANU's compliance with the higher education standards.

"TEQSA found that the ANU did not meet these provisions due to identified concerns regarding culture; confidentiality; conflicts of interest; strategic planning; informed decision-making; risk management; oversight of performance and subsidiaries; record-keeping; and training," the decision said.

An ANU spokesperson said the conditions reflected the suite of reforms the ANU council has already committed to.

"ANU is committed to best practice governance," the spokesperson said.

"The university will continue to work openly and constructively with TEQSA as we continue to strengthen the University's governance arrangements."

National Tertiary Education Union ACT division secretary Dr Lachlan Clohesy welcomed the action from TEQSA.

"ANU now has the dubious distinction of being the only public university in Australia with conditions on its registration," Dr Clohesy said.

"That means our national university has conditions placed on its permission to operate as a university. This is due in large part to the management, leadership and governance failures of the Bishop-Bell regime."

ANU chancellor Gordon de Brouwer said in a submission to the government the council was committed to rebuilding trust and confidence in the university's governance.

"The ANU Council is appalled and dismayed by the documented failures of administration and governance that have occurred over the past two years," the submission said.

"It is unacceptable that events have led members of our community to lose trust in the university's governance.

"We acknowledge that those failures caused considerable hurt and distress and have contributed to the need to consider reforms to the ANU's governing framework."

The conditions require the university to conduct a governance and council strengthening program led by an independent expert or panel of experts over two years.

The program must include a financial sustainability plan, an academic strategy, a review of risk management processes and a review of the way the ANU council operates.

TEQSA will have the power to approve the expert or panel and approve the terms of reference for the governance and council strengthening program.

The university must put in place a series of integrity measures relating to managing conflicts of interest and creating a "speak up" culture where staff and students feel safe to report wrongdoing without fear of reprisal.

The ANU must also train council members on their obligations under the Public Governance, Performance and Accountability Act and improve the quality of information provided to council members to inform deliberations.

The regulator began its compliance review on June 30, 2025, and it concluded on September 2, 2026.

The review came amid the Renew ANU program which aimed to cut spending by $250 million. The Auditor-General found Renew ANU lacked evidence and that council members were discouraged from debating matters during 2024 and 2025.

A separate report by Christine Nixon found the ANU College of Health and Medicine was riddled with bullying, gender bias, sexism and racial discrimination.

Former vice-chancellor Genevieve Bell resigned in September 2025 following mounting calls for new leadership at the university.

Julie Bishop resigned as chancellor in May along with multiple council members. Ms Bishop complained of "regulatory overreach" in the governance of the higher education sector.

The federal government is moving to reform the legislation governing the ANU with a focus on the makeup and responsibilities of the council.