Across 2024 and 2025, several important changes were implemented across our University. As part of our ongoing commitment to learning, improving and refining the way we work, we invited staff to take part in a review of the changes implemented.
Purpose of the review
These reviews were designed to examine how effective the changes had been and to ensure continued alignment with our goals and values. Specifically, the review considered whether the original objectives of each change had been achieved, the impact on staff workloads, effects on Aboriginal and Torres Strait Islander employment and overall workplace diversity, any shifts in casualisation, and opportunities to improve processes in the future.
- whether the original objectives of each change have been achieved
- the impact on staff workloads
- effects on Aboriginal and Torres Strait Islander employment and overall workplace diversity
- any shifts in casualisation
- opportunities to improve processes in the future.
The scope and scale of each post‑implementation review were tailored to reflect the nature and size of the changes made, but the aim remained clear: to keep improving how we do things, together.
We recognised that a lot had happened since these changes were first introduced, with the pace of change continuing throughout last year. The review provided an important chance to pause, reflect and ensure that we were learning from our experience as planning continued.
Staff participation
Staff were invited to take part in this initial review via an all‑staff survey, where they were able to share their insights on the points above. Thank you to everyone who contributed ideas, feedback and energy to strengthening our institution.
Our post‑implementation reviews were not only considered best practice; they were also a key requirement under our Enterprise Agreement (Subclauses 70.19 and 70.20), ensuring that significant organisational changes were assessed for effectiveness, impact and alignment with intended outcomes.
Implementation plans in scope
Feedback was collected for the following implementation plans:
All responses were treated confidentially. Opportunities to provide feedback on other changes were to be made available in future, where appropriate.
Survey details
Feedback remained open until 11 February 2026. Once submissions closed, responses were analysed, and relevant area leaders engaged directly with their teams to clarify themes and identify next steps.
Next steps and reporting
Exact timeframes for reporting depended on the volume and nature of feedback received. Initial findings were anticipated to be shared in April, with more detailed updates to follow.
For the Campus Environment, Academic Portfolio and ³ÉÈ˸£ÀûÎçÒ¹Ó°Ôº & Innovation portfolio reviews, next steps and actions were led by the relevant area leaders in consultation with their teams.
For the College of Health and Medicine, Academic College Realignment and the Change Principles paper, next steps were overseen by the University Executive. Feedback informed broader institutional planning and, where appropriate, could include further external review processes. ³ÉÈ˸£ÀûÎçÒ¹Ó°Ôº information will be shared as it becomes available.
