4B – ANU Mental Health & Wellbeing Strategy
Appendix D
ANU MENTAL HEALTH & WELLBEING STRATEGY UPDATE REPORT
EXECUTIVE SUMMARY
In September 2022, the IDEA Governance Committee (IGC) initiated a review of the University’s 2016
Mental Health Strategy, which would inform a new mental health strategy. In May 2023, the ANU
officially commenced this review process.
Further to the report presented to Council at the meeting of October 2024 around the Mental Health
and Wellbeing Strategy, the following provides an update on progress achieved by the Mental Health
Strategy Review Taskforce (the Taskforce) since that time.
Consultation
On 15 April, the Mental Health and Wellbeing Strategy Overview was published in On Campus and
shared with the ANU community for feedback. The overview outlines the key points of the strategy, and
the immediate actions planned. To increase engagement and raise awareness among students, an
Instagram reel was also created for the @ouranu social media platform. Although participation has been
limited, the Taskforce continues to receive feedback with submission deadline extended until 26 May
2025.
The community’s input will be vital to help refine the strategy and better meet the needs of our university
community. So far, respondents have appreciated the strategy’s broad and inclusive approach,
including the five key themes, and the emphasis on kindness, as well as cultural and psychological
safety in the language used.
Implementation of Actions
The Taskforce has made significant progress in implementing several actions outlined in the Strategy,
particularly those that could be immediately actioned or are achievable by the end of 2025. These
initiatives are being delivered by the nominated leads within the scope of existing business-as-usual
activities and resources. In addition, the University is participating in initiatives such as the AHRC
Racism@uni survey, which, while not specifically listed among the recommendations, will further
enhance and strengthen the University’s commitment to fostering an environment that supports mental
health, wellbeing, and academic excellence. This will strengthen the University’s pursuit for being a
place that values connection and kindness. (
Attachment a provides a progress report on the actions
including KPIs and due dates).
Pilot with CoLGP
The Director of the Mental Health and Wellbeing Strategy is collaborating with the College of Law,
Governance and Policy in a Pilot project to help integrating the Mental Health and Wellbeing Strategy
into the change management process in the College. The project involves a pilot implementation and
co-design process, focusing on key challenges for 2025 change plans. The pilot will gather data on
process, solutions and wellbeing to demonstrate value and potential to inform future rollouts. As part of
the initial strategic planning and co-design activities in Phase 1, staff from the Inclusive and Respectful
Communities team will support the College by delivering a Psychosocial Safety and Participatory
Change workshop. This workshop will be provided to Executives, School Managers, and prospective
Co-Leaders to promote a safe, structured, and inclusive participatory approach throughout the College
community.
The Director of the Mental Health and Wellbeing Strategy along with staff from the Inclusive and
Respectful Communities Team has been holding ongoing consultations and discussions with an
ANUSA representative and the ANUSA President to help promote student engagement and support
the development of the strategy.
Risk Assessment
The Director of the Mental Health and Wellbeing Strategy has been collaborating with staff from the
Corporate Governance and Risk Office, as well as the Inclusive and Respectful Communities team, to
develop a comprehensive Risk Assessment for the Mental Health and Wellbeing Strategy. This risk
assessment can play a crucial role in ensuring the success and sustainability of the strategy by
identifying potential challenges, vulnerabilities, and areas requiring mitigation. For the University, it
serves as a proactive tool to safeguard the wellbeing of students and staff, uphold institutional
accountability, and align with regulatory and ethical obligations. Strategically, the risk assessment
enables informed decision-making, helps prioritise resources effectively, and supports the creation of a
safe and inclusive environment that fosters mental wellness. By anticipating and addressing risks early,
the University strengthens its commitment to a culture of care and continuous improvement.
(
Attachment b provides a draft of the Risk Assessment).
Next steps
The feedback data is currently being analysed and will be used to refine the strategy and shape our
immediate priorities ahead of the full strategy report's release in September 2025. Collaboration with
the College of Law, Governance and Policy on the pilot project will continue through December,
culminating in the final launch of the College’s Vision and Strategy Plan at the end of the year.
A list of action items and a draft risk assessment is provided in the following pages.
Immediate (12 month) Actions
Set things right, kindly
Action area 1: Accountability, recognition and reward
5-year goal: Established systems and processes to ensure accountability, recognition and reward for psychologically safe, kind and culturally safe actions.
Immediate action
Lead
Suggested KPI
DUE Responsibility and Update
Progress
Due date
DO NOW
•
Two Aboriginal and Torres Strait Islander
Embed Aboriginal and Torres Strait Islander staff and student perspectives into
VC
representatives sit on ANU Executive
Aug-25
governance and mental health initiatives.
Governance Committees.
ANU participation in the RAP Workplace Barometer
IARC - ANU participated in the 2024 barometer with response to be discussed Completed
Completed
(December 2024)
at RAP meeting 01/25 prior to communication with wider ANU
• Recruitment: 360-degree references for senior appointments. Recruitment checks
Percentage of senior appointments using 360-
People and Culture
Project being scoped by Talent and Capability Team
In Progress
Aug-25
on demonstrated capacity for self-reflection.
degree references.
Percentage of successful candidates with high
self-reflection capacity.
• VC awards recognise leadership that demonstrates psychological y safe, kind and VC /Provost Office
New criteria added to an Annual VC award
Offered in 2026 round
cultural y safe actions to achieve results.
START NOW
• Focus (PDR): 360-degree performance reviews of leaders, supervisors, and
managers. Leadership KPIs give equal weighting to what and how they do things (e.g,
Completion rate of 360-degree performance
considers process metrics such as psychological y and cultural y safe processes). Staff People and Culture
Project being scoped by Talent and Capability Team
In Progress
Offered in 2026 round
reviews.
Focus (PDR) gives more weighting to process factors, (e.g., psychological y and
cultural y safe actions).
Balance of KPIs reflecting values-based
wel being and cultural y safe actions.
Staff satisfaction with the PDR process.
• Whole of Campus accountability framework: Adapt APSC (Australian Public
COO / People and
•
Lyndall to lead work, meeting with Gordon and then mental health and
Service Commission) Accountability Framework to ANU context, include student
Adapt the APSC Accountability Framework
2026
Culture
to suit the ANU context.
focussed metrics.
welbeing strategy working group could work on initial stage
Invest in easier, simpler
Action area 2: Responsive Systems
5-year goal: ANU systems and services are responsive and human-centric. They are simpler, clearer, easy, and more connecting, to reduce time burdens and enable our curricula design to support well-being.
Immediate action
Lead
Suggested KPI
DUE update
Due date
DO NOW
Complaints processes reviewed. Timely
• Review and repurpose the existing complaints feedback mechanism in consultation
feedback is provided to the student community
DVCA - working group in place meeting week of 20/01. Due date will need to be
DVC(A)
Dec-24
with student bodies
on actions taken. Offer drop-in sessions and
changed
updates on relevant websites.
New EAP process meets legislative and student
IARC - EAP review commenced in March 2025 with recommendations
• Review, in consultation with students, the Education Access Plan process to align
needs. Communication on diverse relevant
DUE
expected to be provided to the Senior Manager Student Health and Wellbeing
Apr-25
with legislative requirements and assist a positive student experience.
formats and platforms including drop-in sessions.
Student satisfaction with EAP process assessed. by late March for their consideration. Update due date to end April 2025
Develop a communication campaign with student
SHW - to be reviewed by Senior Manager Student Health and Wellbeing and
body (for the start of each semester) to clarify
Manager Student Accessibility and Wellbeing pending recommendations of
processes to students, including legislative
Jul-25
drivers related to supportive documentation
EAP review. To be supported by incoming Manager Student Communications.
needs. Include face to face and drop-in sessions. Due date may need pushed to later in 2025
START NOW
Effective systems implemented and time costs to
users assessed after consultation with Digital
• As part of the Digital Masterplan, investigate time efficiencies in university
Master Plan and ITS. Commencement of a
Lyndall to continue liaising with COO. Could be delayed after further Renew
COO
Aug-25
administrative processes and develop cost effective and streamlined solutions.
staged rol out of digital solutions with time
ANU processes
captures for electronic forms. Regular updates to
staff and students on changes and benefits.
Number of co-design processes completed
•
involving opt-in service areas, utilising human-
Build human-centred design processes into Service Performance reforms. This
centred design approaches for student and staff- on hold pending further Renew ANU proesses. Some of the NOUS approach
means embedding end-user (student and staff) as wel as service provider inputs and
COO
Aug-25
facing services. Develop at least one co-design
insights into design changes and solutions.
could be matched to this action.
process that incorporates time accountability.
Publish findings and solutions campus wide.
DMP and LMS projects guided by Mental Health
• Develop a mechanism to ensure the implementation of the Digital Master Plan and
Strategy and the Service Performance
Director Mental Health
new Learning Management System is underpinned by the principles of the Mental
Framework principles. Explain to users how
Strategy
Lyndall to continue leading this work with COO
Aug-25
Health Strategy
these principles have been embedded in the
design.
Strength in connection
Action area 3: Connecting community
5-year goal: Established initiatives to ensure our community is connecting, creating opportunities to promote belonging and interaction, trust and dialogue among all staff and students.
Immediate action
Lead
Suggested KPI
DUE update
Due date
DO NOW
DUE / SL/ IARC- Further discussion needed for this action as there are difficult
assessing the needs of this cohort within existing student survey instruments.
There is work in terms of supporting international and culturally diverse
Assess need for cultural community connections students within the RED International Student Wellbeing working group
• Support international and cultural y diverse students connect with their cultural
and expand options for international and
DUE
recommendations. Communication campaign on student clubs and societies
Aug-25
communities.
cultural y diverse students to engage with their
communities.
to be looked at when new Manager Student Communications start. Date may
need to be pushed to end 2025. The
University Chaplaincy provides support and a place of workshop for students
from diverse cultural and faith backgrounds
•
Student Hub in Kambri completed and opened.
Develop a one stop shop for student services and help with both a digital and
DVCA - work in progress, likely to be completed in July 25 rather than
DVC- A
Mapping of mental health and wel being services
Dec-24
physical space.
on website and in physical forms (e.g., posters).
December 24
• Offer learning experiences that support student wel being and a positive student
Demonstrated progress in implementing Goal 2
PVC – L&T
Dec-25
experience.
of the ANU Learning and Teaching Strategy
START NOW
Develop a communication campaign (for the start
• Expand community financial supports (e.g., second hand shops, food pantry, free
of each semester) to promote existing financial,
meals) and community building initiatives (ANU garden). Increase resources for and
food and community engagement programs and
SL - Manager Student Communications to review current campaigns in place
DUE
Dec-25
promotion of community-building activities such as sports
clubs, recognizing their role in
support available for students. Explore ability to from Student Life and other key areas (ANUSA, SURF, etc)
mental health and wel being.
put links on Wattle to reinforce orientation
information.
SL / IARC - basic needs programs in place for students from LSES, regional and
Deliver programs that meet student’s basic
needs as part of the Student Safety and
remote and Indigenous backgrounds through the Student Equity team. Other
Wel being Plan 2024 – 2026 eg coordinated
support is available through food pantry, community garden.
Dec-25
financial support, incorporating financial and
SHW - team review intake form / process to caption financial distress. SSWT
accommodation distress in clinical intake
able to approve small amounts of SURF funding for students in need to speed-
process.
up process
Positive staff and student feedback on
SL - Active ANU strategy has been endorsed and to be released Q1 (?). Student
Dec-25
implementation of the Active ANU Strategy.
Life - anything on the feedback mechanism ?
More care in more ways
Action area 4: Partnerships in place
5 -year Goal. Established partnerships in place where on-campus services and supports draw in diverse, culturally competent care that complements and deepens ANU offerings.
Immediate action
Lead
Suggested KPI
DUE update
Due date
DO NOW
SHW - The Student Health and Wellbeing team connection with community
and specialist services is part of the business as usual practice for all services.
As part of the intake process, students are connected with MIndmap if there are
waiting periods and provided with appropriate resources. The Counselling
Investigate partnerships with ANU Psychology
team has reviewed its operational model to maximise appointment availability
• Build surge capacity in mental health services for both students and staff, especial y
Clinic and external community services to
and referral to appropriate services - this will be implemented in semester 1
DUE
Aug-25
during peak times (e.g., real ocating existing resources rather than adding new staff).
support service delivery during surge demand
/25 with the aim to improve throughout. The services under the Student Health
periods.
and Wellbeing team are also establishing a clinical review process to support
students acceessing multiple services. The team will continue to review
opportunities of build the capacity during peak periods but acknowledges the
shortage of available mental health workers as well as current budget
constraints.
Pilot a drop-in service with Student Safety and
Wel being during peak periods (pre-census and
SHW - Established in semester 2 2024 with three sessions held. Service will
completed
pre-exams). Use multiple digital platforms to
continue in 2025.
maximize awareness.
Develop protocols on roles, scope of service
DUE - SHW/IARC. ANU (DUE, RED and
responsibilities and hand over for students living DMHWS) is involved in the Tertiary Education Providers Suicide Prevention
in residence with ACT Health and in partnership Partnership (TEP). Part of the streams of work includes developing protocols on
Aug-25
with other ACT-based Higher Education
education providers and ACT Health scope of service, handover and
institutions.
collaboration. Date may need to be reviewed to Dec 2025.
SHW / CMHR - ethics approval has been granted and PSP has recently
• Participate, pending ANU Ethics approval, in COMPAS-S – a Curtin University
approved for survey to be used with ANU students. . ANU data collection due to
Participate in COMPAS-S pilot
Aug-25
program to support suicide prevention.
start from week 3 semester 1/25. Due date may need to be reviewed in line with
this.
START NOW
• Establish working group to bring the ANU CaRES clinical training and services to lift
On hold maybe 2026 conversation. Lead should be updated to the Dean
DUE / TBC
Presentation of revised funding model to VC
Dec-25
counsel ing and specialist supports capacity.
responsible for Psychology
• Develop models for supporting local services on campus including partnering with
Number of additional services available on-
SHW -Feasibility of model to be explored by Senior Manager Student Health
DUE
Dec-25
ACT Health for psychologist, locums/resident psychiatrist, Winnunga Nimmityjah.
campus.
and Wellbeing. Also TEP collaboration may assist with this
Listen more, learn more
Action area 5: Capacity building and reflective evaluation
5-year goal: Roll out of capacity building and reflective evaluation offerings and skills-building workshops where we develop personal and organisation emotional intelligence, leadership, mental health and wellbeing literacy.
Immediate action
Lead
Suggested KPI
UPDATE
Progress
Due date
DO NOW
SL - Wellbeing information provided through pre-orientation sessions for
•
international students as well as information and resources on the Orientation
Incentivise and increase engagement for staff and student training on mental
Design and deliver at least one workshop during
People and Culture
health and wel being literacy, trauma informed practices, managing difficult
Orientation Week to new students on
Week page. Students are made aware of support services available during
December 2024 (for
(staff). University
conversations and supporting staff or students facing mental health chal enges or
preventative wel being actions and support
2025 delivery)
Experience (students)
welcome session at Orientation. The international student wellbeing project
vicarious trauma. Leverage existing partnerships with providers.
resources available to them.
undertaken by RED also had recommendations on how to provide information
to new students.
Initinatives underway:
Vicarious Trauma Training has been added to the ANU training
Change lead to People
calendar in 2025
and Culture only as the
Resource needs:
area overseeing staff
Provide at least two mental health and wel being- Budget for external training providers -viarious traum training / other external
training. Previous
related training to staff, these could include how training as identified
In Progress
Lifeline training
to support people in distress and avoiding
Mental Health First Aid training has been added to the ANU training
organised through SHW vicarious trauma.
calendar for staff in 2025. (existing internal People & Culture)
has not been funded for
Community of Practice sessions for mental health & Wellbeing topics
2025.
have been added to the calendar for staff in 2025. Topics such as
burnout, self-care strategies and supports and resources available.
(existin internal people & Culture staff)
DUE - students. Counselling and SSWT
support Residential Mentors who need debriefing. The University also provides
access to a 24/7 Student Wellbeing line managed through Lifeline. Students
who contact the line and provide their identifying details are followed up
Resourcing clinical supervision or de-briefing
through the SHW services. Students wellbeing is also a critical part of the
opportunities for students and staff exposed to
In place. Ongoing
potential y harmful information as part of their
student critical incident response process, with the Chair of the SCIRT
roles.
organising access to services if required following a traumatic incident.
Identified key roles within UE have access to professional/clinical supervision
(counselling, SSWT, accessibiliuty, medical centre). Other identified areas
such as IARC have access to consultation not only with EAP but also monthly
meetings with a case manager from SSWT.
Initiatives under way:
Defriefing exist for identified internal staff roles. Wellbeing plans are in place
for some individual staff. (debriefing occurs with external qualified
professionals)
Forums for OSLO volunteers identifying how emotional and mental health
concerns can present as physical pain or injury - increasing the awareness of
holistic health. (Existing internal People & Culture staff)
Utilise the Teams Networks MHFA, OSLO, WHS and OnCampus
communications platforms to provide information with consistent language to
invite engagement of activities related to Mental Health and wellbeing to staff.
(Existing internal People & Culture staff / ACE)
Provide further OSLO advising of the suite of support available for staff from
Injury Managment, Staff Advisers, Staff Respect consultants and other
Providing opportunities for staff to connect and
avaliable support and resources and the processes fo how to access these
increase social connection at work. Utilising
reporting tools to track trends of engagment.
supports. (existing internal People & Culture staff. Budget for regular
recognition and appreciation of the work of MHFA, OSLO and other wellbeing
volunteer roles undertaken by staff for the care of staff)
Holistic OSLO assessments conducted by Injury Management to consider all
factors that may contribure to physical pain. (existing internal People & Culture
staff)
Invite and collaborate with Subject Matter Experts (SME's) at ANU to co-
facilitate information sessions with Injury Managment, related to Mental Health
and Wellbeing. (Existing internal People & Culture staff / SME's)
Ensure best practice and trauma informed approach is developed for internal
staff delivering information and services. (Clinical supervision require for
internal roles occurs with external qualified professionals. Funding for
professional development requirements to maintain registration, accreditation
and skills development for internal staff delivering support services)
IARC / SHW (students) - A communication campaign is being developed along
with new resources to support awareness of disclosure/ reporting processes,
• Strengthen communication around the existing pathways for disclosures and
Run two awareness campaigns each semester to support available and prevention actions such as bystander support. The first
reporting inappropriate behaviours, bul y and harassment, including cultural concerns.
promote relevant policies, disclosure, reporting
comms will be released in early March following orientation. All new students
Dec-25
This involves ensuring that everyone knows what is already available, the steps to take
and support pathways.
and the safeguards in place.
in residences must completed the Rights, Relationships and Respect module
during their first semester and attend an enlivening consent in person
workshop.
Initiatives under way:
Staff complains process to be reviewed by Talent & Capability and
Review of staff complaints processes to assess Employment Relationshs Teams.
People and Culture
In Progress
Quarter 3 2025
alignment with trauma informed practices.
Inclusive and Respectful Communities and P&C review student & Staff
harmful disclosure tool process
Quarterly review of Figtree confidential incidents Initiatives under way:
People and Culture
submitted, process fol owed, and issues
In Progress
Dec-25
Figtree confidential incident reporting triage process
identified
• Establish a community of practice or Hub that highlights and harnesses internal
Director Mental Health
Terms of Reference for a Community of Practice
research and practitioner expertise in staff and student mental health and wel being
.
Strategy
established
Rol -out/launch of Uni Virtual Clinic video
Centre for Mental Health modules for students – providing brief
Research
Completed. VC launched end 2024
completed
psychoeducation and strategies.
START NOW
UE (students): This action would be better with PVC Teaching and Learning
to be incorporated within curriculum discussions as applicable.
Initiatives under way:
P&C (staff): Safety and Wel being are currently sourcing a provider to assist In Progress –
•
build e-learning modules for:
though suggest the
Develop a whole of ANU approach to building psychological safety skil s and
University Experience
WHS Induction
need to explore
actions for staff and students (with a focus on meetings and psychological y safe
(students)
Explore partnership with APSC on psychological WHS for Managers and Supervisors
APSC be held off
Dec-24
classrooms). Highlight connections between performance and psychological and
People and Culture
safety training.
WHS Risk Management
until these other
cultural safety.
(staff).
The intent is to build in preventative strategies for psychological y safe
modules are
workplaces. (Unclear at this point stil in contract negotiations)
developed.
A training package on Rights Relationships and Respect @ work for staff is
in development which wil also pick up some of this content.
In Progress –
Difficult conversations in the classroom guideline developed and launched
though suggest the
People and Culture and
Sept 2024. Wil need to be reviewed in line with Renew ANU
need to explore
1/08/2025
Offer training on psychological y safe meetings
PVC Teaching and
Initiatives under way:
APSC be held off
and classrooms/tutorials.
Learning
A training package on Rights Relationships and Respect @ work for staff is until these other
April-25
in development which wil also pick up some of this content.
modules are
developed.
Appendix E
s47E - Public Interest Conditional Exemptions - Certain Operations of Agencies
