The Australian National University (ANU), one of Australia's premier research institutions, has been at the center of a prolonged leadership crisis that has defined much of Julie Bishop's tenure as chancellor. Appointed in January 2020, Bishop, a former deputy leader of the Liberal Party and Australia's first female Minister for Foreign Affairs, was initially hailed for bringing high-profile political experience to the role. However, her seven-year term, set to conclude on December 31, 2026, has been marred by financial woes, staff redundancies, governance scandals, and persistent calls for her resignation—calls she has steadfastly rejected. As her departure approaches, the university grapples with the aftermath of these upheavals, prompting broader questions about leadership accountability in Australian higher education.

Julie Bishop's Journey to the Chancellorship

Julie Bishop's path to the ANU chancellorship was marked by a distinguished career in law, politics, and international diplomacy. After serving as managing partner at Clayton Utz in Perth, she entered federal politics, holding key portfolios including education, women's issues, and ageing before becoming foreign minister from 2013 to 2018. Her appointment as ANU's 13th chancellor in 2019, effective January 2020, was unanimous and celebrated as a milestone, making her the first woman in the position. Reappointed in 2021 for a second term extending to the end of 2026, Bishop was tasked with steering ANU through post-COVID recovery and evolving research priorities.

Early in her tenure, Bishop focused on elevating ANU's global profile, forging international partnerships, and advocating for increased funding. She chaired council meetings with a reputation for directness, drawing on her diplomatic skills to navigate complex stakeholder dynamics. Yet, underlying financial pressures—exacerbated by pandemic disruptions and declining international enrollments—soon tested her leadership.

The Financial Storm Brewing at ANU

Australia's higher education sector has faced systemic challenges, including reliance on international student fees, which plummeted during COVID-19 lockdowns. ANU, with its research-intensive mandate, reported structural deficits accumulating over years. By 2024, the university projected a need to save $250 million in operating costs by 2026, prompting the launch of the Renew ANU initiative.

This ambitious overhaul involved streamlining operations, consolidating colleges, and addressing inefficiencies. However, implementation drew sharp criticism for its pace and human cost. Over 399 staff redundancies were announced, affecting academics, administrators, and support roles across disciplines. Proposed changes to the 60-year-old ANU School of Music—replacing individual instrument lessons with a new School of Creative Culture—ignited protests from arts communities, students, and alumni who feared erosion of specialized programs.

Genevieve Bell's Rise and Fall as Vice-Chancellor

In January 2024, ANU appointed Professor Genevieve Bell, a renowned anthropologist and tech futurist, as its 13th vice-chancellor—the first woman in the role. Bell inherited the Renew ANU baton from predecessor Brian Schmidt, inheriting a university in fiscal distress. Initially praised for her innovative vision, Bell's leadership soon faced backlash over the restructure's execution.

By mid-2025, five of six college deans expressed no confidence in her, citing poor consultation and rising staff dissatisfaction. A grassroots survey by the ANU Governance Project, involving 600 respondents, revealed 96% believed governance was unfit for purpose. On September 11, 2025, Bell tendered her resignation, describing it as a difficult decision made in the university's best interest. She transitioned to study leave before returning as a distinguished professor in the School of Cybernetics. Provost Rebekah Brown stepped in as interim vice-chancellor, a role she continues to hold.

Calls for Bishop's Resignation and Bullying Allegations

Bell was not the only target. Chancellor Bishop faced mounting pressure, with unions, students, academics, and politicians like Independent Senator David Pocock demanding her resignation. The National Tertiary Education Union (NTEU) argued leadership failures extended beyond the vice-chancellery to the council and chancellor.

The flashpoint was academic Liz Allen's testimony at a Senate inquiry in August 2025. Allen, a former council member, alleged Bishop and executives bullied her into near-suicide, including hostile meetings linked to a miscarriage. She described Bishop as 'arrogant' and accused the council of opacity. Bishop categorically denied the claims, submitting a written response and affirming council support. ANU launched an internal probe, while psychosocial hazard reports soared—627 in 2024 alone, plus 337 year-to-date in 2025.

At a packed staff town hall on September 11, 2025, Bishop announced Bell's exit to cheers but rebuffed resignation calls, stating 'no grounds' existed and her contract ran to 2026. She positioned herself as a stabilizing force amid 'longstanding' issues predating her tenure.

Regulator Steps In: TEQSA's Unprecedented Intervention

Federal Education Minister Jason Clare's June 2025 intervention escalated scrutiny, prompting a Tertiary Education Quality and Standards Agency (TEQSA) probe into ANU's operations. Concerns included governance, financial sustainability, and risk management. ANU's August 2025 self-assurance report to TEQSA underscored these issues but affirmed compliance efforts. TEQSA's ongoing review highlighted rare commonwealth oversight.

By early 2026, turmoil intensified over successor selection. Reports emerged of a standoff involving Bishop's email, threats of imprisonment, and seized phones—resolved only through TEQSA mandating an independent panel, excluding the ANU council. This 'unprecedented' move ensures Bishop cannot handpick her replacement, addressing conflict-of-interest fears amid her controversial reign.

Impacts on Staff, Students, and Research Output

The crisis rippled across ANU's 20,000-strong community. Staff morale plummeted, with protests, no-confidence votes, and union campaigns like 'No Cuts at ANU'. Students decried course disruptions, particularly in humanities and music, fearing diminished educational quality. Research, a ANU hallmark (home to six Nobel laureates), faced delays as academics juggled redundancies and uncertainty.

• Over 100 potential additional job losses in targeted centers like the Australian National Dictionary Centre and Humanities Research Centre.
• Heightened psychosocial risks, with reports indicating stress, burnout, and harassment.
• Declining international rankings pressure, as stability is key for Group of Eight (Go8) peers.

Yet, positives emerged: Bell's September 2025 pledge halted further forced cuts in some areas, and Brown's interim leadership emphasized consultation.

Broader Context: Challenges in Australian Higher Education

ANU's saga mirrors sector-wide strains. Go8 universities like Sydney and Melbourne report similar deficits, with international fees down 20-30% post-COVID. Government funding lags inflation, while wage theft claims and casualization plague workforces. NTEU data shows 50% of academics on insecure contracts Australia-wide.

Governance models vary—chancellors as ceremonial vs. powerful—but ANU's 2020 statute changes amplified Bishop's authority, fueling 'all-powerful' critiques. This has sparked debates on balancing executive power with accountability. ABC News coverage of the resignation underscores national implications.

Stakeholder Perspectives: A House Divided

Views diverge sharply. Supporters credit Bishop with fiscal realism, noting ANU's $100 million salary savings target. Critics, including former VC Ian Chubb, blame council intransigence. Students via No Cuts at ANU hail activism's role; unions demand root-and-branch reform.

Bishop's defense: 'Financial difficulties began long ago; ANU is not alone.' Pocock: 'Serious governance failures.' This polarization hampers healing.

Future Outlook and Actionable Insights for Leaders

As Bishop exits, ANU eyes renewal under independent oversight. Brown's interim term prioritizes stability, with VC recruitment underway. Lessons for Australian universities include:

• Prioritize transparent consultation in restructures to mitigate backlash.
• Strengthen psychosocial support, integrating mental health metrics into governance.
• Balance chancellor powers via statutes, ensuring diverse council input.
• Leverage data-driven strategies: ANU's governance survey model for early issue detection.

Prospective leaders should benchmark against Go8 successes, like UNSW's agile funding models. For job seekers, ANU's flux signals opportunities in interim roles but underscores volatility risks. The Guardian's analysis predicts cautious optimism.

Path Forward for ANU and Australian Higher Education

ANU's resilience—forged in 1946 as a national research beacon—positions it for rebound. With TEQSA guidance and community input, the post-Bishop era could restore trust. Nationally, policymakers must address funding gaps; universities, foster inclusive governance. As one chapter closes, ANU exemplifies the high stakes of higher education leadership in Australia.

Photo by Eriksson Luo on Unsplash