Mental Health and Wellbeing Strategy
ºÚÁÏÌìÌÃis committed to fostering a psychologically safe, kind and culturally safe environment where the mental health and wellbeing of all members of our community are prioritised. Our sets the direction for ºÚÁÏÌìÌÃover the next five years. It responds directly to staff and student feedback, takes a preventative and systems approach that aligns with the Nixon Review.
The strategy is organised around five core pillars. Explore the five links below to learn more about each pillar, with insights from our University’s subject matter experts.
- – accountability, recognition and reward
- – responsive campus systems
- – a connecting community
- – partnerships in place
- – capacity building and reflective evaluation
Read the 2016 Mental Health Strategy
Since launching the first ºÚÁÏÌìÌÃMental Health Strategy in 2016, the University has recognised the serious health harms caused by sexism, racism, homophobia, abuse, harassment and all forms of discrimination.
There has also been growing awareness of the social and structural factors that shape mental health, including systemic pressures and inequalities.
Looking ahead to 2030
By 2030, ºÚÁÏÌìÌÃaims for psychological safety, kindness and cultural safety in all we do to be a defining part of our identity.
The introduction of 2023 legislation on psychosocial workplace hazards reinforces the University’s responsibility to review and improve processes that affect mental wellbeing, as does our duty of care to students. A range of initiatives are already underway to support a healthy and thriving campus community.
May 2026 update
The University is advancing a broad range of actions arising from the Mental Health and Wellbeing Strategy 2025–2030.
While some time has passed between consultation and implementation, work has continued across the University during this period. The Inclusive and Respectful Communities team, alongside many colleagues across ANU, has continued progressing actions through existing business-as-usual work, governance processes and change discussions.
The following initiatives have been completed or are in progress:
- Improvements to Education Access Plan processes, with implementation commencing from 2026 to better align with legislative requirements and improve our students’ experience.
- Ongoing work to improve the Extenuating Circumstances Application (ECA) process through more trauma-informed approaches.
- Development of a one-stop-shop Student Hub in Kambri as part of broader student support improvements.
- Support initiatives to strengthen connections and belonging for international and culturally diverse students.
- Increased surge capacity for mental health services during peak periods.
- Participation in sector-wide suicide prevention initiatives.
- Mental health and wellbeing training and support initiatives for staff and students.
- Ongoing work to strengthen psychologically safe, kind and culturally safe leadership, training and systems across the University.
- Provision of supervision and debriefing support opportunities for staff and students exposed to potentially distressing material as part of their roles.
- Ongoing work to strengthen reporting, disclosure and complaints processes, including culturally safe and trauma-informed approaches.
- Progress on leadership and accountability reforms, including work towards 360-degree performance reviews, values-based leadership measures and psychologically safe workplace practices.
- Integration of several actions into broader business-as-usual work across student and staff wellbeing, inclusion, service delivery and organisational reform initiatives.
Several priority actions for 2026 are now moving forward with funding and governance support. These include:
- Development of a whole-of-campus accountability framework.
- Embedding human-centred design into service reform processes.
- Establishment and piloting of a student-led wellbeing space.
- Creation of a community of practice to support collaboration, expertise sharing and ongoing review of the Strategy.
Many of these actions are also being integrated into broader institutional work, including the Nixon Review implementation process, ensuring mental health and wellbeing considerations are embedded into the University’s future planning and reform activity.
This work reflects a long-term commitment to creating a university environment where staff and students feel psychologically safe, culturally safe, connected and supported. The next phase of implementation will continue to build on the contributions, expertise and feedback shared by the ºÚÁÏÌìÌÃcommunity throughout the consultation process.
Throughout 2023 and 2024, the Mental Health Strategy Review Taskforce, led by Professor Lyndall Strazdins, reviewed and updated the University’s approach to mental health and wellbeing.
The Taskforce focused on prevention – hearing directly from staff and students about what was working and what needed improvement to build a culture of kindness, psychological safety and inclusion.
The aim was to identify initiatives that enhance the learning, working and living experiences at ºÚÁÏÌìÌÃwhile meeting the diverse needs of our community.
The Taskforce concluded its work in July 2024 after hearing from 275 staff and students.
Their insights helped shape the draft 2025–2030 ºÚÁÏÌìÌÃMental Health and Wellbeing Strategy. In May 2025, the University sought feedback from staff and students on the draft Strategy, and the taskforce was grateful for the honesty and constructive advice provided. A feedback summary outlining key issues that were addressed is available here. This was endorsed by University leadership.
As the University has continued to move through a period of significant change since late 2024 and throughout 2025, including the release of the Nixon Review report, it was essential to ensure the Strategy was strongly aligned with the Review’s actions before being finalised.
Combining community feedback with the Nixon Review response has strengthened the Strategy and ensured it is responsive to both the needs of our community and the broader institutional priorities ahead of its launch. It sets out clear, actionable steps toward a more supportive and sustainable university environment.
- Chair – Professor Lyndall Strazdins
- University Experience – Larissa Siliezar Mendoza, Lisa Kennedy
- Aboriginal and Torres Strait Islander representatives – Dr Jill Guthrie and Dr Fiona Cornforth
- Residential Experience – Felicity Gouldthorp
- School of Medicine and Psychology – Professor Bruce Christensen
- ºÚÁÏÌìÌÃacademic expert – Dr Lou Farrer
- Academic staff member – Professor Jo Ford
- ACT Health, Office of Mental Health and Well-being – Dr Elizabeth Moore
- Undergraduate, ANUSA disability and BIPOC student representatives – Mira Robson, Sonali Varma, Griffin Wright and Selena Wania
- Postgraduate student representatives – Abolfazl Amjadipour
If you have any questions or would like further information, please email inclusive.communities@anu.edu.au.
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