Nixon Review about gender and culture matters at 91ÊÓƵformer College of Health and Medicine: Final Report published

CONTENT WARNING: The Nixon Review Report contains references to workplace psychosocial harm, including instances of bullying, harassment, and gender and racial discrimination. If this content causes you distress or impacts your wellbeing, support is available via the staff and student support information provided in the links on the right of this page.

A MESSAGE FROM 91ÊÓƵVICE-CHANCELLOR PROFESSOR GENEVIEVE BELL

91ÊÓƵis responsible for providing a safe, inclusive and respectful campus where its members can study, work and live free from discrimination, harassment and bullying, and where there is equal access to employment, advancement and education opportunities for staff and students.

In September 2024 the University commissioned a review of matters of gender and culture within the former 91ÊÓƵCollege of Health and Medicine (the College) and its constituent Schools, the John Curtin School of Medical Research, the School of Medicine and Psychology, and the National Centre for Epidemiology and Population Health. The Review was commissioned in response to significant concerns raised with the Vice-Chancellor and Provost about gender and culture matters within the College and was undertaken by Professor Christine Nixon. The Review was conducted under these Terms of Reference and considered issues including gender composition, gender inequality, gender-based harassment, and recruitment practices.

The Final Report includes recommendations on operational matters and strategic considerations for ANU-wide systems and practices. It also provides suggestions for future practices to support improved culture, particularly in relation to gender, inclusion and equity.

83 people interviewed
67 written submissions
17 recommendations made
91ÊÓƵdata and previous reviews
Contemporary best practice
Legal & regulatory context

The Review had 142 contacts with current and former staff and students. 76 confidential meetings took place with 83 people, and written submissions were invited from those who weren’t able to be interviewed. The 67 written submissions to the Review were particularly commended for their notable analytical depth and constructive suggestions.

Additional information before the Review included interviews with staff from central administrative functions, University operational and performance data, previous reviews and reports, Australian Government policies and frameworks, and contemporary best practice from comparable institutions.

While most of the interviews and submissions made to Professor Nixon’s Review were related to the former 91ÊÓƵCollege of Health and Medicine, and the findings specifically address that College, the Review also identifies areas for improvement in university-wide systems. These include selection and appointment processes, as well as complaint handling, which impact staff and students across the whole University community.

KEY FINDINGS AND RECOMMENDATIONS

The Nixon Review makes 8 findings and 17 recommendations which are relevant across all of 91ÊÓƵand are connected by the fundamental importance of transparent systems of accountability.

While the Nixon Review recommendations focus on cultural and operational issues specific to three schools, their implementation will occur within the broader context of the University.

A dialogue focusing on cultural change for the benefit of the whole University community gives us an opportunity to begin to rebuild a shared culture of trust and collegiality through transparent communication and explicit accountability for delivering on the recommendations of the Review.

8 KEY FINDINGS

1. Lack of proper accountability systems ensures strategic plans, strategies and other reforms are implemented poorly or not at all, and there is little or no consequence for this behaviour.

2. A poor and disrespectful culture exists and has existed for many years.

3. A lack of focus on managerial skills development has meant leaders and managers are ill-prepared for their responsibilities to manage budgets, staff and culture.

4. Gender bias, sexism and racial discrimination are prevalent, and no effective steps have been taken to address these failures.

5. Poorly designed systems of work – tenure, teaching, research and service - contribute to exploitation, discrimination and bullying.

6. Appointment and selection systems lack integrity and fair process and facilitate bias, nepotism and abuse.

7. Harassment and bullying of both staff and students are widespread practices and must be eliminated. There appears to be little or no consequences for these behaviours.

8. An ineffective complaints management system means that staff and students do not report bad behaviour or feel that nothing happens when they do.

17 RECOMMENDATIONS

1. Accountability systems should clearly identify who is responsible for the success of performance measures and there should be consequences for success or failure in achieving them.

2. Ensure accountability by having an external reviewer monitor progress on these recommendations at 9 and 18 months and provide a report to Council and the University community on actions taken, structural issues addressed, and accountability measures enforced.

3. The University acknowledges that it has not always adequately responded when harm has been caused and commits to responding more appropriately.

4. Reconsider how support is provided to Aboriginal and Torres Strait Islander students, particularly where study loads or hours complicate access to support through the Tjabal Centre.

5. Provide additional support to international students, particularly HDR students.

6. Introduce an integrated program of targeted skills development that equips academic and professional staff to successfully manage staff, culture and budgets.

7. Review academic performance measurement to ensure unbiased assessment and compliance with 91ÊÓƵpolicies and procedures and relevant laws.

8. Create a single accountability mechanism for strategic oversight of interconnected equity and wellbeing challenges.

9. Make structural adjustments to help prevent bias.

10. Service commitments and administrative support should be allocated fairly and transparently.

11. Increase satisfaction with academic supervision by improving supervision panels and practices.

12. Require and enforce compliance with fair recruitment practices.

13. Increase transparency and accountability of performance on key IDEA objectives and build a strong culture of accepting and acting on results.

14. Adopt a whole-of-organisation approach to community safety.

15. Adopt a co-ordinated case management approach to disclosures and complaints which delivers actionable institutional intelligence.

16. Improve transparency and consistency of complaint investigations and outcomes.

17. Consider re-establishing Psychology as an independent research school within the College of Science. 

WHAT ACTION IS THE UNIVERSITY TAKING IN RESPONSE?

The recommendations from the Nixon Review are being used to develop a plan for action. The University has already implemented some of the recommendations and some will take more time. An implementation framework will provide staff and students with the opportunity to take part in planning how the University will put the Review recommendations into practice, considering any significant progress already in train.

External progress reviews will be conducted by Professor Nixon in January 2026 and October 2026.

The implementation of the Nixon Review recommendations will be a standing item for 91ÊÓƵCouncil.

Nixon Review Recommendations, University statement of principle, initial ownership and next steps

Each recommendation has an initial responsible and accountable owner at the University, including the VIce Chancellor, Provost, and Chief People Officer, as well as the Dean of College of Science and Medicine and the Pro-Vice Chancellors, Graduate Research and International and Future Students. These initial owners have been tasked with providing a first assessment to the community in On Campus on July 1st.

Nixon review table with recommendations

Nixon Review RecommendationUniversity StatementNext Steps

Initial owner: VC

1. Accountability systems should clearly identify who is responsible for the success of performance measures and there should be consequences for success or failure in achieving them.

Possible actions

  1. Introduce regular public reviews in relation to academic units and professional divisions by the Vice-Chancellor, Provost and relevant senior executives, including consideration of factors such as:

    a. Tracking against KPIs and School/College strategic plans;

    b. Budget performance;

    c. Workload distribution adherence, with particular reference to distribution of service work;

    d. Distribution of administrative support;

    e. HDR students who transfer supervisor, withdraw, and complete

    f. Disclosures and complaints;

    g. Workers compensation;

    h. Engagement with 91ÊÓƵFocus.

  2. All initiatives should include specific agreed performance measures and implementation timeframes, and the individuals should be accountable for their success.
  3. Consult relevant areas on operationalising of strategic initiatives and ensure performance measures are in alignment with the University’s overall values and purposes.
  4. Ensure that at every level there are appropriate consequences for the success or failure to achieve agreed performance measures.

The University is committed to build a healthy and robust culture of accountability. Driven from the Vice- Chancellor across all people and parts of the University, accountability will underpin our activities in education, research and professional work.

We commit to set clear expectations, and where we fall short, to hold ourselves accountable. We also commit to ensuring our staff have the tools and training to equip them to deliver their roles.

The Vice-Chancellor will continue to work with the leadership team and SLG to continue to build a culture of accountability.

The VC will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The VC will provide an initial assessment to the community on the status of the possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: VC

2. Ensure accountability by having an external reviewer monitor progress on these recommendations at 9 and 18 months and provide a report to Council and the University community on actions taken, structural issues addressed, and accountability measures enforced.

The University has extended an invitation to Professor Nixon to serve as the external reviewer called for in this recommendation.

We are grateful that she has accepted our invitation and has agreed to assess the University’s progress twice in 2026.

The University Secretary will ensure that Professor Nixon is invited to 91ÊÓƵCouncil meetings in February and October of 2026.

Professor Nixon’s reports will be shared with the community via On Campus in 2026.

Initial owner: VC

3. The University acknowledges that it has not always adequately responded when harm has been caused and commits to responding more appropriately.

The University acknowledges this and in committing to actioning the recommendations of this report, is committing to responding more appropriately and ensuring we provide ongoing feedback on our progress.

To carry this work forward, the Provost will establish the Nixon Implementation Steering Group, including formalising the Terms of Reference, the Group’s membership and establishing meetings.

The Provost will share an update with the community in June 2025, via On Campus.

Initial owner: VC

4. Reconsider how support is provided to Aboriginal and Torres Strait Islander students, particularly where study loads or hours complicate access to support through the Tjabal Centre.

Possible actions

Consultation with Aboriginal and Torres Strait Islander students and representatives to identify what support they would find most valuable and develop a plan for delivery.

The University remains committed to supporting Aboriginal and Torres Strait Islander students who are part of our community

We are proud of our work to recruit and retain Aboriginal and Torres Strait Islander students from across Australia. We acknowledge the work of Professor Anne Martin and the Tjabal Centre for their on- campus pastoral care support and for establishing a ‘home away from home’.

We commit that our work here is not finished and we must continue to find ways to support Aboriginal and Torres Strait Islander students to succeed. We will do this in partnership with First Nations students and colleagues to ensure we invest in supports that are centric to these students and their needs.

Whilst the Nixon Report recommendation is focused on Aboriginal and Torres Strait Islander students, the University is committed to supporting all First Nations colleagues and we will continue to progress work that attracts, retains and celebrates the contributions of First Nations people to our campus.

The VC will meet with the Nixon Inplementation Steering Group to seek their input on this recommendation.

The VC will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: PVC – International and Future Students

5. Provide additional support to international students, particularly HDR students.

Possible actions

Consultation with international students and representatives to identify what support they would find most valuable and develop a plan for delivery.

The University remains committed to all of our international students, and acknowledge the value they bring to the University. We are committed to a vibrant campus community, with voices and perspectives from across Australia and the world. We will continue to support our international students and ensure they receive an education of quality and distinction, in and outside of the classroom.

The Pro-Vice Chancellor will meet with the Nixon Inplementation Steering Group to seek their input on this recommendation.

The Pro-Vice Chancellor International and Future Students will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: CPO

6. Introduce an integrated program of targeted skills development that equips academic and professional staff to successfully manage staff, culture and budgets.

Possible actions

  1. Use the 91ÊÓƵFocus process to clarify staff management skills and identify training needs, particularly as they relate to gender, bias and discrimination.
  2. Through 91ÊÓƵFocus, create tailored training responses for individuals and provide time and resources to facilitate participation.
  3. Pilot cross-institutional small cohort training in leadership skill development for academics, beginning with Level B staff, enlisting appropriate support to assist in formulating a suitable program including a substantial component addressing tactical skills of management.
  4. Make confidential advice about integrity questions other than research integrity questions available to all staff.
  5. Pilot a cross-institutional mentoring program for new starters from academic and professional streams.
  6. Continue the Leadership in Practice program for professional staff and require completion of the program within 2 years of appointment to a supervisory role.
  7. Consider adding advanced/refresher modules to the Leadership in Practice program to maintain engagement and further develop targeted skills and cohorts.
  8. Provide opportunities for professional staff who are in junior or specialist (non-supervisory) roles to participate in leadership training beyond LinkedIn Learning.
  9. Hold an EOI process for staff to register interest in cross-institutional work opportunities such as Tiger Teams as a qualified candidate or as a development opportunity.

The University is committed to ensuring our staff are supported to step into leadership roles, with the skills and training to manage staff, culture and budgets.

We commit to continuing to invest in a holistic approach to support staff develop as leaders, and provide ongoing training and support when they take on these positions.

The CPO will meet with the Nixon Inplementation Steering Group to seek their input on this recommendation.

The CPO will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: PROVOST

7. Review academic performance measurement to ensure unbiased assessment and compliance with 91ÊÓƵpolicies and procedures and relevant laws.

Possible actions

  1. Assess the Research Performance Dashboard to assess its alignment with the 91ÊÓƵGender Equity Strategy and 91ÊÓƵPolicies and Procedures, in particular Gender Equity Strategy Action Item 1.4: Work with Colleges and Portfolios to develop and use workload models and performance appraisal processes that account for gender equity matters, including recording and appraisal of part-time workloads, in accordance with the 91ÊÓƵEnterprise Agreement, and Gender Equity Strategy Action Item 1.5: Produce guidance and training for managers and supervisors regarding skills for the development and implementation of appropriate gender inclusive practices.
  2. Assess the Dashboard in view of the Academic Promotions Procedure and the Guideline on Assessing achievement relative to opportunity.
  3. Consider the approach identified in the forthcoming paper on academic performance measurement from former Chief Scientist Cathy Foley.
The University is committed to ensuring academic performance is measured, assessed fairly and transparently. We commit to reviewing our current work and ensuring these are in line with best practice and relevant laws, along with updating our policies and procedures.

The Provost will meet with the Nixon Inplementation Steering Group to seek their input on this recommendation.

The Provost will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: VC

8. Create a single accountability mechanism for strategic oversight of interconnected equity and wellbeing challenges.

Possible actions

  1. Create a Community Safety and Wellbeing Committee in place of the current Student Safety and Wellbeing Committee of the 91ÊÓƵCouncil, with secretariat and governance support provided by CGRO and subject matter expertise and reporting delegation through Inclusive and Respectful Communities (DVCA) and People & Culture (CPO).
  2. Through the Community Safety and Wellbeing Committee, provide consistent monitoring of actions and evaluation of major strategic initiatives including the Mental Health and Wellbeing Strategy, the Gender Equity Strategy, the Disability Action Plan and the Sexual Violence Prevention Strategy.
  3. Be accountable to Council on institutional performance against wellbeing metrics and targets.
  4. Oversee and report on initiatives such as SAGE Athena Swan, Champions for Change.
  5. Oversee and report on internal initiatives such as complaints and sexual assault/sexual harassment reporting and reporting under the National Code.

The University is committed to ensuring we continue to create a campus that is welcoming and inclusive of all staff and students.

In March 2025, the Corporate Governance and Risk Office in collaboration with the Vice Chancellor recommended to Council that we should undertake a review of the existing sub-committee structure of Council. As part of that review, there was a recommendation to consider evolving the Student Safety and Wellbeing Committee to take on a larger scope.

After discussion with a range of stakeholders, a second paper recommending the creation of our Community Safety and Wellbeing committee was prepared for Council’s 30th May 2025 meeting.

The outcome of the Council deliberations regarding the creation of the Committee will be shared via On Campus on June 2nd.

The VC will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The VC provide an initial assessment to the community on the status of this recommendation and its possible actions, including who the appropriate accountable owner is, in On Campus on July 1st, including, where necessary, addtiional appropriate accountable owners.

Initial owner: CPO

9. Make structural adjustments to help prevent bias.

Possible actions

  1. Provide skills training to supervisors to enable them to manage the needs of students and staff during their pregnancy and return to University.
  2. Consider policies related to leave and attendance for students with dependants.
  3. Consider and respond to the recommendations in the Caring for Carers report.
  4. Commit to ongoing secure funding for the 91ÊÓƵGender Institute.

The University is committed to ensuring we are the standard bearer of a fair and equitable campus environment for our staff and students.

We will continue to work to identify bias, and implement and track mitigations, along with increasing training and awareness of the impact.

The CPO will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The CPO will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, appropriate accountable owners.

Initial owner: PROVOST

10. Service commitments and administrative support should be allocated fairly and transparently.

Possible actions

  1. Consult with Schools when significant changes to load planning are contemplated.
  2. Conduct a comprehensive review of the allocation and performance of service commitments across the Schools and publish the results internally.
  3. From the information uncovered under 5.1.2, circulate information about what various service obligations entail and the time commitment required to competently perform them, to enable.
  4. Conduct a comprehensive review of the allocation of administrative support across the Schools and publish the results internally.
  5. Hold School Directors accountable for fairly distributed allocations of service and administrative support, and for enforcing compliance with service obligations.
  6. Hold School Directors accountable for circulating explicit statements of the baseline collegial participation expected of all academic staff, e.g. an expectation of regular attendance at School seminars.
  7. Hold staff accountable for attending to the service duties assigned to them individually.
  8. Adjust workload models to reward inclusive leadership.

The University is committed to ensuring service commitment and administrative support is allocated fairly and transparently across campus.

As part of the Renew 91ÊÓƵ2025 Change Principles Implementation Plan, the University has established a Principles for Academic and Research Activities. These principles will underpin how we approach service commitments and administrative support.

The Provost will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The Provost will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: PVC- Graduate Research

11. Increase satisfaction with academic supervision by improving supervision panels and practices.

Possible actions

  1. Take additional steps to avoid the practice of spouses or others with close personal relationships being on the same supervisory panel.
  2. Include a member from outside the University on supervision panels.
  3. Mandate supervisors and research students complete the Rights, Relationships and Respect in Research module.
  4. Provide Mental Health First Aid training for HDR supervisors.
  5. Include an Honours cohort representative in JCSMR staff representation and student groups.
  6. Provide an anonymous pathway for students to disclose issues with supervision.
  7. Introduce tiered limits for the number of students supervised so that previous successful supervision is a prerequisite for a higher number of students.

The University is proud of our almost 80-year history of our world-leading researchers supervising and training students.

We are committed to ensuring our students are supported by their immediate supervisor, panel and broader community.

We are also committed to supporting our researchers to improve and enhance their supervisory skills, and will continue to provide them with the tools and training to support their students.

The PVC- Graduate Research will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: CPO

12. Require and enforce compliance with fair recruitment practices.

Possible actions

  1. Consider bringing all recruitment within a central function.
  2. Establish transparency benchmarks for recruitment.
  3. Review shortlisting practices and provide guidance and training to ensure practices are consistent and appropriate.
  4. Any restriction of the applicant pool should be uncommon and the justification for the existence and type of restriction should be recorded and reported on.
  5. 91ÊÓƵshould identify a pool of qualified and appropriate people outside the University to sit on selection panels and provide an external perspective.
  6. All members of selection panels should be required to shortlist applicants.
  7. Interviews should not take place until shortlists reflect a 50:50 balance of employable candidates.

The University takes seriously our obligations to fair work practices and ensuring there is transparency around all recruitment activities.

The University created the Recruitment Advisory Committee in May 2024. We have shared the holistic overview of the workflow in On Campus in Quarter 1 and Quarter 2 for 2025, and we will continue to do so on a quarterly basis.

The University centralised People and Culture resources in July 2024 which brought recruitment under a single central function.

The CPO will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The CPO will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: CPO

13. Increase transparency and accountability of performance on key IDEA objectives and build a strong culture of accepting and acting on results.

Possible actions

  1. Publish deidentified information at School level on key diversity and equity objectives, disclosures and complaints.
  2. Include completion of the Rights, Relationships & Respect@Work module in all performance agreements in 91ÊÓƵFocus.
  3. Cease non-competitive ongoing appointments to positions with supervisory responsibilities.
  4. Assess relevant individuals’ competence to support a research team and provide a safe training environment for students and junior researchers.

The University is committed to ensuring our campus is a place that welcomes all staff and students, and embraces and builds a culture built on respect and accountability.

The University will continue our work to improve culture across our community, and ensure appropriate accountability is applied where this falls short of expectation.

The CPO will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The CPO will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st , including, where necessary, additional appropriate accountable owners.

Initial owner: CPO

14. Adopt a whole-of- organisation approach to community safety.

Possible actions

  1. Adopt an intersectional approach to all disclosures and complaints.
  2. Continue to meaningfully involve students in the development of the University’s approach to management of disclosures and complaints.
  3. Develop a single community safety landing page which provides information about policies, disclosure pathways and support options for staff and students.
  4. Incorporate the Rights, Relationships & Respect in Research into HDR milestones.
  5. Require all HDR supervisors to complete the learning module on Rights, Relationships & Respect in Research to achieve reaccreditation.
  6. Consider creating mandatory reporting obligations that require staff to report inappropriate conduct by staff towards students or other staff and ensure that reporting mechanisms are consistent with a trauma informed and person- centred approach.
  7. Welcome and publicly commit to compliance with the National Higher Education Code to Prevent and Respond to Gender-Based Violence.
  8. Commit to annual publication of de- identified statistics about disclosures and complaints.

The University is committed to ensuring our campus is a safe and welcoming place for all members of our community. This includes physical and psychosocial safety.

We remain committed to our Work Health and Safety obligations, under relevant laws and through our own policy suite.

The CPO will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The CPO will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: CPO

15. Adopt a co-ordinated case management approach to disclosures and complaints which delivers actionable institutional intelligence.

Possible actions

  1. Ensure comprehensive and appropriate access to the University’s case management system so information about all disclosures and complaints is captured, including:

    a. Residential colleges;

    b. ANUSA Student Assistance Team;

    c. Offices of the Vice- Chancellor, Provost, DVC Academic and Registrar;

    d. Harmful behaviour disclosures by staff and students;

    e. Medical School anonymous reporting portal;

    f. Medical School Professional Behaviour Committee.

  2. Identify individuals of concern and systemic issues surfaced by disclosures and complaints and develop a robust pathway to track and address individuals of concern and systemic issues.
  3. Strengthen capacity to provide a range of alternative dispute resolution mechanisms through the Dean of Students and People & Culture in appropriate cases.

The University is committed to a best practice and trauma informed approach to address complaints and disclosures.

The University is committed to ensuring we implement a cross-institutional coordinated approach, and review and re- iterate in line with best practice.

We acknowledge the significant burden that disclosures have on individuals, and will continue to provide appropriate support and scaffolding.

The CPO will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The CPO will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: CPO

16. Improve transparency and consistency of complaint investigations and outcomes.

Possible actions

  1. Conduct an assessment of complaint handling processes using the Commonwealth Ombudsman’s Self- Assessment Tool for Complaint Handling Agencies.
  2. Invest in additional staff investigative capacity to improve handling of serious complaints.
  3. Ensure relevant staff have access to prompt specialist external legal advice in areas of rapid change, particularly employment law.
  4. Establish an independent 91ÊÓƵOmbudsman office to act as a central, independent complaints handling body for both students and staff.
  5. Require the 91ÊÓƵOmbudsman to report directly to the Vice- Chancellor or the Provost.
  6. Appoint the 91ÊÓƵOmbudsman to an ongoing position to maintain independence.
  7. Provide capacity for community members to obtain advice through the 91ÊÓƵOmbudsman about how to register or manage disclosures and complaints.
  8. Make confidential integrity advice (other than research integrity advice) available to all staff.
  9. Commit to benchmarked timeframes for the investigation and resolution of complaints.
  10. Publish an annual public report containing de- identified information about complaints by staff and students including the nature and number of complaints, time to resolution, determinations, penalties imposed, and actions taken by the University.
  11. Analyse trends across disclosures and complaints, evaluate the effectiveness of interventions, and report publicly.
  12. Reject non-disclosure agreements or similar instruments except at the request of a complainant.

The University takes our responsibilities seriously to provide a safe workplace and campus environment for all staff, students and visitors.

We will continue to investigate matters, and ensure where appropriate, to utilise external investigative officers.

We will also continue to promote and improve our disclosure tools, reporting and accountability for leaders.

Every member of our community has a right to expect they will be safe in their place of study, their place of work, or – as this campus is for many – their home and we remain committed to ensuring we address and eliminate all behaviours that fall short of our community.

The CPO will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The CPO will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Initial owner: DEAN OF COSM

17. Consider re-establishing Psychology as an independent research school within the College of Science.

Possible actions

  1. Re-establish Psychology as an independent School within the College of Science.
  2. Institute transparent, competitive leadership selection processes.
  3. Implement a rotating leadership model where senior staff serve a 2-3 year appointment as a service to the School and discipline before returning to research.
  4. Provide clear information about expectations and rights to clinical program students.

The University notes this recommendation and will consider it in the context of the current realignment activities under Renew ANU.

In 2024, as part of the 91ÊÓƵAcademic College Realignment Plan, the University confirmed that School of Medicine and Psychology was to be transferred to the 91ÊÓƵCollege of Science and Medicine as a single school to ensure minimal disruption to its operations during the period of transition to the new 91ÊÓƵAcademic structure in 2025.

Feedback was received regarding a desire to re-stablish the School of Psychology as a separate entity. The Dean of the College of Science and Medicine agreed to give this issue further consideration in 2025, post the implementation of the new structure.

The Dean of Science and Medicine will meet with the Nixon Implementation Steering Group to seek their input on this recommendation.

The Dean of Science and Medicine will provide an initial assessment to the community on the status of this recommendation and its possible actions in On Campus on July 1st, including, where necessary, additional appropriate accountable owners.

Implementation Steering Group

In order to ensure a holistic, consistent and accountable approach to the Nixon Report recommendations, we will establish a steering group with university-wide reach. The Implementation Steering Group will be chaired by Provost Professor Rebekah Brown.

All Deans, Deputy Vice-Chancellor Academic, Deputy Vice-Chancellor Research & Innovation, Director 91ÊÓƵMental Health and Wellbeing Project and the Chief People Officer will be members of the Implementation Steering Group. Additionally, an invitation to join the group has been extended to the 91ÊÓƵStudents Association and the National Tertiary Education Union.

Building on the initial assessment by the accountable owners, the Steering Group will develop a phased implementation plan that addresses resource implications and sets clear timelines for immediate actions (3 months), medium-term (12 months) and longer-term actions. It will also develop an appropriate accountability framework.

The Steering Group will regularly report on the progress of the Nixon Recommendations to the Vice Chancellor, Council and our community.

The implementation plan will be informed by input from the community-driven Working Groups, which will operate for 12 weeks to identify solutions based on frontline experience.

Community driven Working Groups

Seven thematic Working Groups will provide staff and students with the opportunity to consider the actions suggested to address Professor Nixon’s recommendations and identify practical implementation barriers and solutions.

The thematic Working Groups will help inform the Steering Group and also the organisational unit accountable owners.

The Working Group themes are:

  • Accountability and Data, which includes information to support assessment of unit-level performance
  • Aboriginal and Torres Strait Islander experience, relating to both staff and students
  • Bias & Discrimination, which includes issues around temporary employment, merit, promotion and tenure
  • Complaints Handling, including case management, transparency and investigations
  • Culture, open, transparent ways of working, respectfulness, generosity
  • Management Skills, including staff training, mentoring and performance management
  • Wellbeing – whole-organisation approach to safety and wellbeing

Information presented by the Working Groups will feed into the implementation plan prepared by the Steering Group.

More information about the Working Groups and the mechanism for expressing an interest in joining one will be shared with University staff and students in On Campus next week.

A reassessment in 2026

Professor Nixon has agreed to return to the University in January 2026 and October 2026 to assess our progress. Her assessment will be shared with the Vice Chancellor, Council and our community.

Contact: NixonReview@anu.edu.au.

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