The Accord is just the beginning: What a stronger government mandate could mean for implementation

With a renewed government mandate, implementation is about to get bolder. Here’s what higher education leaders need to prepare for.

The Universities Accord captured attention with its ambition to reshape Australia’s higher education system—but as time passes, the real question is not what the Accord says, but how it will be implemented.

With the re-election of the Albanese Government and a strengthened majority, the policy landscape is shifting once again—this time from consultation and vision-setting to delivery. And if early indicators like prac payments and student experience passports are anything to go by, this next phase won’t be business as usual.

For university and TAFE leaders— particularly those at the helm of shaping education strategy, student experience and new technology innovation —the challenge now is one of readiness, agility, and coordinated response. In this blog, we explore three major areas flagged in the Accord and unpack what they could mean for institutional planning and investment. But more importantly, we ask: How can leaders improve their readiness for a bigger, bolder phase of reform?

1. Student success: from policy commitment to institutional accountability

The Support for Students policy flagged in the Accord marks a major shift: student success is no longer just a moral imperative—it’s a national expectation.

As the workforce is projected to grow by nearly two million people by 2030—with Jobs and Skills Australia estimating that 90% of these roles will require post-secondary education—the pressure on the tertiary system to improve outcomes is immense[1]. Yet structural issues persist: student poverty, unpaid placements, and debt burdens continue to limit participation and success, particularly for those from equity backgrounds.

With mechanisms like national student experience passports and a sharper regulatory focus on retention and completions, institutions will be expected to track and support students throughout their full journey—not just at the point of entry. A more student-centred, performance-accountable system is taking shape, and universities must be prepared to deliver on it.

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2. University–VET integration: A system redesign – not just a partnership

The Accord’s call for greater alignment between higher education and vocational education goes beyond collaboration—it represents a deliberate redesign of Australia’s tertiary system.

Today, over 300 professions are in national shortage, from health and education to IT and engineering[2]. At the same time, enrolment patterns still lag in these areas, while VET and university pathways remain fragmented and hard to navigate.

Dual-sector integration will require institutions to reshape curriculum, strengthen credit and admissions pathways, and support student mobility across sectors. It’s about creating a more seamless, inclusive system—one that can respond to urgent labour market needs and expand opportunities for underrepresented learners.

As enrolments rebound, there is a critical opportunity to unify frameworks, clarify progression pathways, and create parity of esteem between academic and vocational education.

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3. ATEC and the return to a planned system

The proposed Australian Tertiary Education Commission (ATEC) represents a return to coordinated sector governance—and a departure from the past decade’s demand-driven, market-led approach.

ATEC will play an active role in system planning, performance oversight, and funding allocation. At the heart of this reform is a shift toward needs-based funding, redirecting investment to the geographic regions and skill areas in greatest need. This more strategic model aims to address shortages where they’re most critical, such as healthcare, education, and cybersecurity.

ATEC’s early focus will be on harmonising standards, reforming the Australian Qualifications Framework, and enabling clearer student pathways. The endgame is a more efficient, future-fit system—where institutional funding is more directly tied to national priorities and community outcomes.

For higher education leaders, this signals a more tightly regulated operating environment where performance, planning, and purpose must be aligned.

The road ahead: Be ready for bold

The Accord is no longer just a blueprint. With a renewed government mandate, it’s now a live agenda. And that means university leaders must prepare not only for policy change, but for systemic transformation.

Recent announcements—like prac payments for education students and national student experience passports—signal the shape of things to come: a more student-centred, regulated, and performance-accountable sector. These shifts bring both challenge and opportunity.

What this means for leadership:

• Agility and adaptation: Institutions must be prepared to respond swiftly and strategically to policy shifts. Operational agility is a precondition for success.

• Student-focused technology and data investments: Digital infrastructure and data integration will be foundational to delivering improved student experiences at scale.

• Readiness to do more with less: Institutions need to continue to challenge themselves around operational and teaching efficiency. Government will continue to push for higher educational attainment rates while squeezing the sector on international student revenue. This will require an ongoing focus on institutional efficiency.

  
  

If the past year was about setting the direction, the year ahead is about delivering outcomes. For institutions ready to lean in, this is the time to prepare, act, and lead.

If you'd like to delve deeper into any of these areas or explore specific strategies for implementation, feel free to reach out to the AptoNow team to discuss further.

[1] The Mandarin, 2025 ‘New skills commission to drive overhaul of tertiary education’

[2] The Mandarin, 2025 ‘New skills commission to drive overhaul of tertiary education’