Portfolio: Education
http://www.anu.edu.au
$2.5B
2025-26 Budget$2.8B
2024-25 Total Revenue5,500
Headcount (2024-25)Tertiary Collection of Student Information (TCSI) Renewal Project
Department of Education
Total Budget
$32.4M
Digital Budget
$27.8M
July 2023 — June 2026
The TCSI Renewal Project is an ICT project delivering improved decision-making, service provision, access and security. It will reduce administrative overheads, improve productivity and increase satisfaction of higher education providers and students. The benefits will be delivered through enhancements to analytic capacity, monitoring and service delivery tools, to drive more accurate and timely data collection processes and ensure the security and privacy of data holdings.
Education Funding System (EFS) (Transforming Program Administration for Schools and Higher Education (TPASU)
Department of Education
Total Budget
$88M
Digital Budget
$71M
July 2023 — December 2026
The EFS project is a significant initiative by the department to modernise and streamline the management of education funding across Australia, to improve the administration of $46 billion in annual funding allocated to Australian schools and higher education institutions. At the time of preparing this report, this project is subject to the escalation protocols set out in the Assurance Framework for Digital and ICT Investments. These protocols are designed to support agencies in the timely resolution of delivery challenges.
Child Care Subsidy (CCS) - Automation and Streamlining of Gap Fee Compliance
Department of Education
Total Budget
$7.5M
Digital Budget
$7.5M
July 2024 — June 2026
The CCS – Automation and Streamlining of Gap Fee Compliance project aims to enhance CCS program integrity and efficiency by automating and streamlining gap fee compliance activities. This project is part of broader efforts from 2022–23 to 2024–25 to prevent fraud and ensure compliance, delivering significant savings over 6 years. The project enhances the financial support through the CCS, benefiting Australian families and children.
Schools Unique Student Identifier (USI)
Department of Education
Total Budget
$NFPM
Digital Budget
$NFPM
January 2019 — December 2027
The Schools USI project is a national enabling initiative in the Better and Fairer Schools Agreement 2025–2034 (BFSA). The initiative expands the national USI system operating currently in the vocational education and training (VET) and higher education sectors to the school education sector. Once fully implemented, a unique number will be assigned to all primary and secondary school students in Australia, including students in alternative schooling arrangements such as homeschooling. This unique national number will be able to travel with a student throughout their school years and into VET and higher education. Implementation of the Schools USI national enabling initiative will continue in 2026 consistent with the BFSA schedule, with all school students to receive a USI by the end of 2027.
11 tagged
Reform proposals on YourGov that name this department as a delivery partner — drawn from citizen voice, government strategy, research, international examples and gap analysis.
STRATEGY SUMMARY
The Australian National University (ANU) was established in 1946 by federal legislation as the first and only national university in Australia. We were created to provide our nation and region with the research and education foundations on which to build capacity and accelerate national prosperity. ANU has, since its founding, tackled the biggest challenges by drawing together the world's best experts and applying an interdisciplinary focus. This approach has delivered transformational outcomes and benefits for Australia and the world. It is both our privilege and responsibility.
PURPOSE
The Australian National University (ANU) was established in 1946 by federal legislation as the first and only national university in Australia. We were created to provide our nation and region with the research and education foundations on which to build capacity and accelerate national prosperity. ANU has, since its founding, tackled the biggest challenges by drawing together the world's best experts and applying an interdisciplinary focus. This approach has delivered transformational outcomes and benefits for Australia and the world. It is both our privilege and responsibility.
Corporate Plan 2026 · p.5Strategic priorities
· 13
Our Mission-based Compact with the Federal Government, aligning our objectives with national priorities.
Corporate Plan 2026 · p.7The establishment of the Australian Tertiary Education Commission (ATEC) to oversee system-wide performance and funding
The establishment of the Australian Tertiary Education Commission (ATEC) to oversee system-wide performance and funding through the following initiatives: The implementation of the Managed Growth Funding System (MGFS), including our agreed glidepath, and demand-driven Needs-based Funding to ensure Australian students, regardless of their background, have the best opportunity to participate and succeed in higher education.
Corporate Plan 2026 · p.7The continuation of the National Planning Level (NPL) for 2026 to safeguard the high quality and reputation of Australia
The continuation of the National Planning Level (NPL) for 2026 to safeguard the high quality and reputation of Australia's international education sector.
Corporate Plan 2026 · p.7The government's priority to increase engagement with Southeast Asia, in alignment with Invested: Australia's Economic S
The government's priority to increase engagement with Southeast Asia, in alignment with Invested: Australia's Economic Strategy for Southeast Asia to 2040, underpinning our New Overseas Student Commencement (NOSC) growth allocation for 2026 (3,750 in 2026).
Corporate Plan 2026 · p.7The Strategic Examination of Research and Development (SERD) and its implications for Australia's research and developme
The Strategic Examination of Research and Development (SERD) and its implications for Australia's research and development (R&D) system
Corporate Plan 2026 · p.7The Innovation and Science Australia 2030 Strategic Plan, referenced in the University's funding agreement as the basis
The Innovation and Science Australia 2030 Strategic Plan, referenced in the University's funding agreement as the basis for determining national priorities under the National Institutes Grant
Corporate Plan 2026 · p.7The outcomes of the Senate Inquiry into Higher Education Governance, shaping governance and compliance expectations
Corporate Plan 2026 · p.7The Australian Universities Accord–National Education Code to Prevent and Respond to Gender-based Violence Bill 2025, wh
The Australian Universities Accord–National Education Code to Prevent and Respond to Gender-based Violence Bill 2025, which received assent on 28 August 2025, to prevent and respond to gender-based violence
Corporate Plan 2026 · p.7The outcomes of the Parliamentary Inquiry into antisemitism at Australian universities
Corporate Plan 2026 · p.7The establishment of a National Student Ombudsman as the primary escalated complaints body for higher education students
Corporate Plan 2026 · p.7Recent Tertiary Education Quality and Standards Agency (TEQSA) focus areas, including cybersecurity and the responsible
Recent Tertiary Education Quality and Standards Agency (TEQSA) focus areas, including cybersecurity and the responsible use of generative artificial intelligence (gen AI)
Corporate Plan 2026 · p.7The implementation of the University's TEQSA Institutional Action Plan to address the risk of generative AI on award int
The implementation of the University's TEQSA Institutional Action Plan to address the risk of generative AI on award integrity
Corporate Plan 2026 · p.7The University's obligations under the Commonwealth Climate Disclosure and the requirement to report on our exposure to
The University's obligations under the Commonwealth Climate Disclosure and the requirement to report on our exposure to climate risks and opportunities, as well as our actions to manage them, delivering transparent and consistent climate disclosures to the Australian public.
Corporate Plan 2026 · p.7Outcomes
· 2
Strategic goal 1: Providing distinctive transformative research and investment in future capability and capacity to meet our national responsibilities
ANU is committed to delivering research that transforms society and creates national capability. We are a research-intensive, research-led university. Research is central to everything ANU does. To achieve this, we are implementing Enabling Impact: The ANU Research Strategy 2024+, which focuses on excellence, impact and innovation. We will build a world-class 21st century research and innovation capability based on strategic priorities including world-class fundamental research, translational research and impact, and diversity and inclusion.
KEY ACTIVITIES
Strategic goal 2: Educating for Australia's future: delivering on our students' aspiration and capability by using the power of education to unlock potential
ANU is committed to delivering a student experience that combines disciplinary depth with transdisciplinary breadth, fosters critical thinking and problem solving, and allows integrated academic and experiential learning. Over the course of this plan, the University will continue to strengthen our curriculum design and streamline programs to ensure alignment with the new University Strategy. Our approach to inclusion will be proactive and innovative. ANU will lead nationally in recruiting First Nations, regional and remote and low socioeconomic status students, offering tailored support to help every student overcome barriers and achieve their full potential.
KEY ACTIVITIES
Values
· 7
Academic freedom and integrity
Fairness and justice
Respecting, celebrating and learning from First Nations Peoples
Safety and wellbeing
Truth-seeking, transparency and accountability
Inclusion, equity and diversity
Respectful collegiality
Performance measures
· 10
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
KPI 1 | Research income | Maintain or improve previous year's result Corporate Plan 2026 · p.11 | $236 million in research grants and consultancy funding in 2023 Annual Report 2025 · p.16 | Achieved |
KPI 2 | Field Weighted Citation Impact (FWCI) | Maintain or improve previous year's result Corporate Plan 2026 · p.11 | — Annual Report 2025 | |
KPI 3 | Higher Degree Research (HDR) candidate success | Maintain or improve previous year's result Corporate Plan 2026 · p.11 | HDR overall completions and on-time completion rates assessed Annual Report 2025 · p.31 | Achieved |
KPI 4 | Higher Degree Research (HDR) candidate experience | Maintain or improve previous year's result Corporate Plan 2026 · p.11 | — Annual Report 2025 | |
KPI 5a | Domestic commencing enrolments | Ensure Commonwealth Supported Place (CSP) enrolments do not exceed the Australian Tertiary Education Commission (ATEC) allocation, in line with funding and regulatory requirements Corporate Plan 2026 · p.12 | 24,522 enrolled students with 51% undergraduates Annual Report 2025 · p.18 | Achieved |
KPI 5b | International commencing enrolments | Remain sustainably within the 2026 New Overseas Student Commencements (NOSC) target in line with market diversification commitments Corporate Plan 2026 · p.12 | — Annual Report 2025 | |
KPI 5c | Commencing equity enrolments | Maintain or improve previous year's result Corporate Plan 2026 · p.13 | — Annual Report 2025 | |
KPI 6 | Coursework student experience | Maintain or improve previous year's result Corporate Plan 2026 · p.13 | 78% of undergraduate students were satisfied with the quality of their entire educational experience Annual Report 2025 · p.18 | Achieved |
KPI 7 | Student retention and completion rates | Maintain or improve previous year's result Corporate Plan 2026 · p.13 | — Annual Report 2025 | |
KPI 8 | Graduate employment | Maintain or improve previous year's result Corporate Plan 2026 · p.13 | 75% undergraduate; 89% postgraduate coursework full-time employment for domestic graduates Annual Report 2025 · p.18 | Achieved |
Source documents
· 11
2025
ANU 2024 Annual Report (PDF, 3.12 MB)
Open
2024
ANU-2023-Annual-Report.pdf (PDF, 2.78 MB)
Open
2020
ANU Annual Report 2022 (PDF, 2.72 MB)
Open
2019
ANU Annual Report 2019 (PDF, 2.66 MB)
Open
2017
ANU Annual Report 2017 (PDF, 3.15 MB)
Open
2026
ANU Corporate Plan 2026-2029 (PDF, 6.3 MB)
Open
2025
ANU Corporate Plan (May 2025) v9.1 (PDF, 1.27 MB)
Open
2016
Financial Statements 2016 (PDF, 1.14 MB)
Open
2009
Parts 1 - ANU in 2009 & 2 - Review of Operations (PDF, 4.95 MB)
Open
2026
Strategy draft
Open
2026
Strategic Directions
Open
Ideas distilled from this entity's strategy & evidence
· 11
Optimize research funding allocation
Implement a dynamic funding allocation model based on real-time project progress and outcomes.
2024.pdf [AR p.15]
Adopt Harvard's research integrity framework
Implement Harvard Kennedy School's research integrity framework to enhance transparency and accountability.
university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt [GI p.12]
Expand doctoral program capacity
Increase the number of available PhD positions by 25% over the next two years.
2026.pdf [CP p.9]
Student feedback dashboard
Build a public dashboard showing weekly active student feedback counts by department.
2024.pdf [AR p.20]
Boost international student engagement
Develop targeted engagement programs to increase international student satisfaction scores by 15%.
2024.pdf [AR p.18]
Adopt Singapore's academic excellence model
Implement Singapore's model for academic excellence to enhance teaching quality and research output.
university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt [GI p.20]
Enhance sustainability initiatives
Doubling the current sustainability initiatives budget to achieve carbon neutrality by 2030.
2026.pdf [CP p.10]
Research data sharing portal
Create a centralized portal for sharing and accessing research data across departments.
2024.pdf [AR p.22]
Improve teaching quality metrics
Implement targeted interventions to improve teaching quality scores by 20%.
2024.pdf [AR p.19]
Adopt Deloitte governance model
Implement Deloitte’s governance model to enhance decision-making and accountability.
consulting-deloitte.com-government-public.txt [GI p.15]
Establish innovation fund
Create an innovation fund to support cutting-edge research projects and startups.
2026.pdf [CP p.11]
Optimize research funding allocation
Implement a dynamic funding allocation model based on real-time project progress and outcomes.
2024.pdf [AR p.15]
Adopt Harvard's research integrity framework
Implement Harvard Kennedy School's research integrity framework to enhance transparency and accountability.
university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt [GI p.12]
Expand doctoral program capacity
Increase the number of available PhD positions by 25% over the next two years.
2026.pdf [CP p.9]
Student feedback dashboard
Build a public dashboard showing weekly active student feedback counts by department.
2024.pdf [AR p.20]
Boost international student engagement
Develop targeted engagement programs to increase international student satisfaction scores by 15%.
2024.pdf [AR p.18]
Adopt Singapore's academic excellence model
Implement Singapore's model for academic excellence to enhance teaching quality and research output.
university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt [GI p.20]
Enhance sustainability initiatives
Doubling the current sustainability initiatives budget to achieve carbon neutrality by 2030.
2026.pdf [CP p.10]
Research data sharing portal
Create a centralized portal for sharing and accessing research data across departments.
2024.pdf [AR p.22]
Improve teaching quality metrics
Implement targeted interventions to improve teaching quality scores by 20%.
2024.pdf [AR p.19]
Adopt Deloitte governance model
Implement Deloitte’s governance model to enhance decision-making and accountability.
consulting-deloitte.com-government-public.txt [GI p.15]
Establish innovation fund
Create an innovation fund to support cutting-edge research projects and startups.
2026.pdf [CP p.11]
Legislation administered
· 3
1991
The Australian National University Act 1991
The entity administers this Act which outlines its primary functions.
2013
Public Governance, Performance and Accountability Act 2013
The entity complies with this Act for corporate planning and reporting.
2014
Public Governance, Performance and Accountability Rule 2014
The entity adheres to this Rule for corporate planning requirements.
Source library
· 15
3.3MB
2024.pdf
2.9MB
2023.pdf
2.9MB
2022.pdf
2.8MB
2019.pdf
3.3MB
2017.pdf
6.6MB
2026.pdf
1.3MB
2025.pdf
690KB
Renew-ANU-2025---Financial-Update-FINAL.pdf
2.1MB
2022-2025_EMP_Final_Public_webcopy.pdf
552KB
ANU-20Key-20Management-20Personnel-20Compensation-201-20January-202024-20to-2030.pdf
7.3MB
2009_annrep_part3.pdf
1.2MB
FinancialStatement2016.pdf
Bodies within the Education portfolio
Tertiary Education Quality and Standards Agency
Non-corporate Commonwealth Entity
Australian Research Council
Non-corporate Commonwealth Entity
Australian Institute for Teaching and School Leadership Limited
Commonwealth Company
Australian Curriculum, Assessment and Reporting Authority
Corporate Commonwealth Entity
Australia's Economic Accelerator Advisory Board
Statutory Body
Higher Education Standards Panel
Statutory Body
Tuition Protection Service Advisory Board
Statutory Body
Tuition Protection Service Director
Statutory Body
Australian Research Council Advisory Committee
Statutory Body
National School Resourcing Board
Statutory Body