Cash-strapped ANU spent A$170K on ‘communications stocktake’

The interim vice-chancellor of the cash-strapped Australian National University (ANU) approved a A$170,000 (£89,000) consultancy contract for a “rapid communications stocktake”, three weeks after assuring staff she would minimise the use of consultants.

In October last year, Rebekah Brown signed off on a proposal to contract Canberra communications consultancy Rowdy Inc to provide analysis, planning and “immediate tactical support” for her “roadmap” to “rebuild” a university battered by a financial and leadership crisis.

Rowdy had proposed an “intensive three-month engagement” consisting of a A$42,000 “establish and discover” phase followed by a A$108,000 “analyse and develop” phase. The initial part would include production of a “protocols and communications approach document”, a “cascade briefing system” and a “leadership communications rhythm”, among other “deliverables”.

The subsequent stage would see the communications stocktake implemented “in full”, complete with a “gap analysis against ANU objectives” and “benchmarking insights” against peer institutions in Australia and overseas, according to documents released under freedom of information legislation.

Rowdy’s quote excluded the 10 per cent goods and services tax (GST) and an extra A$88,000 that it urged the university to set aside for “specific research deep dives” including sentiment tracking, focus groups and “testing and validation”.

Brown and fellow executives approved expenditure of A$155,000 plus GST for an estimated three to six months’ work. They endorsed a memo explaining that no alternative quotes were needed because Rowdy was a member of ANU’s “marketing and communications services panel”.

“The proposed works are strategic in nature, requiring specialised expertise in crisis communications and reputation management that the organisation does not currently possess,” the memo says. “Engaging external support will enable a rapid independent assessment of existing functions, ensuring an objective stocktake and informed pathway forward.”

Introducing her draft roadmap at an ANU meeting in mid-September, Brown had vowed to keep consultancy spending to a minimum. “I’m not using consultants,” she had assured staff. “Where possible, we’ll be using our own ANU talent to help research, test [and] model ideas. There will be moments we need to use consultants. But…if we have the expertise, we’ll be using ours first.”

ANU currently has 11 staff in its Corporate Communications and Engagement team and its Media and Publications unit, according to its website. Asked whether it lacked in-house communications expertise, the university said consultants were a “valuable support” in cases where specific skills were “not available internally, where there are capacity limitations, and where external expert, objective insights are needed.

“The university also uses external consultants and advisors when conducting stocktakes or evaluations of its own activities to ensure any perceived or real concerns regarding conflicts of interest are effectively managed,” a spokesman added.

Brown was appointed interim vice-chancellor after substantive boss Genevieve Bell stepped down on 11 September. Bell had endured months of criticism over her management style, her spending on consultants and a A$250 million savings programme including hundreds of staff cuts.

Several other universities have faced censure over opaque and conflict-ridden dealings with professional services companies that earn hundreds of millions of dollars from the sector. The federal government has vowed to require university governing bodies to publish details of their spending on consultants, including purpose, value and justification. An advisory panel is examining how this commitment should be enforced.

Rowdy describes itself as “a female owned organisation with a desire to promote diversity, economic growth, innovation and societal progress, while also contributing to a more inclusive and equitable business environment”.

Separate documents show that ANU approved spending of between A$50,000 and A$100,000 to extend its relationship with CMAX Advisory, a Canberra-based strategic communications and government relations firm, between October 2025 and February 2026.

The rationale was to ensure the university was “thoroughly prepared for upcoming parliamentary scrutiny”, including hearings of Senate estimates and an inquiry into university governance. CMAX’s role included advising on the “political and parliamentary environment”, preparing for estimates – including Q&A material and briefing packs for the interim vice-chancellor and other witnesses – and supporting rehearsal sessions “to build confidence, clarity and alignment in messaging”.

“Continuity of parliamentary support is essential at this critical time,” a memo says. “Disruption now would create significant reputational risk for the university, given the heightened visibility and scrutiny of these parliamentary processes.

“ANU has worked effectively with CMAX Advisory since 2023 and…their familiarity with ANU’s operating environment, combined with their proven track record in supporting estimates preparation, cannot be replicated in the short time available by an alternative provider. Given the sensitive and confidential nature of parliamentary engagement, maintaining an established and trusted provider reduces the risk of disruption or mismanagement of critical information.”

john.ross@timeshighereducation.com