Analysis of performance against purpose

In respect of student diversity, ANU is providing sector leadership as a first mover in operating contextualised admissions, and removing practical barriers to access with a new combined (and early) operation of admissions, scholarships and accommodation offers. This first year has shown progress and areas for improvement and refinement of the University’s processes. 2020 will be a watershed year for the University to deliver the student experience to its new joiners, which will then build forward momentum in outreach efforts alongside process reform.

The University has achieved significant success in 2019 in regard to staffing equity, gaining its Bronze Award in the SAGE Athena SWAN program and delivering sector-leading changes to paid parental leave and superannuation access during parental leave. During 2020 the University will seek to maintain this momentum through a new governance structure aimed at accelerating equity-related initiatives as it seeks to achieve its Silver-level Award in the SAGE Athena SWAN program.

Performance criterion

Increase in the proportion of commencing domestic undergraduate students from low socio-economic status, Indigenous, regional and remote backgrounds so that it equals the national population share

Criterion source

ANU Strategic Plan 2019–2022, Key Performance Indicator 9, p.25

Result against performance criterion

Not yet achieved

Analysis of performance

ANU underperforms compared with the Group of Eight in the proportion of commencing domestic students across low socio-economic, Indigenous and regional and remote backgrounds.

The introduction of Admissions Reforms during 2019 intends to improve the University’s position. Preliminary data on 2020 student recruitment activities shows an increase in offers for students outside major cities, an increase in the number of offers for Aboriginal and Torres Strait Islander students, and a static performance for students who have a low socio-economic background.

The University’s local drawing area in the Australian Capital Territory (ACT) has no low socio-economic areas. ANU has developed specific plans to support low socio-economic students to relocate through a comprehensive philanthropic program, so their aspiration can be encouraged and rewarded with a place at Australia’s national university.

Performance criterion

ANU Strategic Plan 2019–2022, Key Performance Indicator 8, p.25

Criterion source

ANU Strategic Plan 2019–2022, Key Performance Indicator 8, p.25

Result against performance criterion

Achieved

Analysis of performance

The University received the SAGE Athena SWAN Institutional Bronze Award in September. Work
begins immediately to achieve the Silver Award, and then Gold.

Since committing to the pilot in 2016 the University has launched a range of initiatives to support and advance the careers of women and men. A four-year action plan will provide a solid foundation for the University to improve gender equity.

ANU launched the ANU Futures program to provide significant start-up funding to early- and mid-career researchers. So far, 26 of the 42 recipients are women, receiving $9.9 million of the $17.1 million.

The University has implemented a sector-leading paid parental leave scheme, which encourages both parents to take 26 weeks of parental leave. In 2019, on International Women’s Day, the University launched a scheme to provide superannuation contributions to staff during periods of unpaid parental leave for periods up to the equivalent of a maximum of 26 weeks.

In addition, the University’s Senior Management Team undertook a full day of training in mid-October, which focused on the promotion of academic women.