Reorganisations are a possibility for TiU

The University Board was considering a merger between different faculties at TiU. The costs, however, would exceed the benefits that these mergers would bring says the CvB during a meeting of the Board of Directors. The CvB also indicated that they are not excluding the possibilities of a reorganisation.

The different fractions discussed the Strategic plan in a long meeting with the University Board. There were a lot of questions about the concept of Social Innovation. In the strategic plan the Board says that cooperation, networking and innovative learning methods are the key indicators of Social Innovation. The fractions did not think this definition was clear and concise enough. They wanted to know exactly what the board meant with Social Innovation and why it’s such a life-changing concept.

Fraction Front: “We have understood that not all faculties have created the link to Social Innovation in their Strategic Plan. We want to know thow the CvB is going to achieve Social Innovation in the broadest sense of the word.”

Fraction Onafhankelijken (Independents) say that there are a lot of ongoing projects that are still mentioned in the Strategic plan. Projects like BKO en Research Based Learning. “The only thing new here is that the group all these projects under a common denominator, but we are curious to see how the CvB is going to integrate the Learning Society concept with the staff here.”

Fraction Abvakabo: “There are a few different possibilities available to help with renewing education, things like MOOC’s and webinars. However, that isn’t something that is going to help us in differentiating ourselves as TiU.”

Fraction SAM questioned the goal of placing more women in top positions. “Do these targets weigh more than quality?”

The CvB used Key Performance Indicators (KPI’s) to underline their goals in the Strategic Plan. The U-raad commision had several questions regarding these indicators. They want to know how certain goals were put together and will there be sanctions when goals aren’t met? The fractions indicate that they thing the plan lacks priorities with these KPI’s.

An earlier concept of the strategic plan made mention of a possible reorganisation. The fraction pleaded for this to be toned down. The final version no longer makes mention of any reorganisation but focuses on flexibility and mobility of the staff. Fraction Akvakabo, however, asked “whether the r-word was no longer an issue with the Board.” They wanted to know more about the intentions of working with a slimmer organisational plan. Marinus Verhagen: “We aren’t against a reorganisation perse, but it’ll need to be a plan that is well put together. The Board will have to give us evidence of the necessity of a reorganisation, and even if we do: what is it going to get us?”

Answer CvB

The CvB said that a reorganisation is not completely off the table, even though the word no longer has a place in the strategic plan. “It is still unclear at the moment what effect the budget cuts are going to have. We’ll look into this more closely in the next year, and we’ll make different proposals based on our information. However, there are activites on the central and faculty levels that could possibly be fused, eventually leading to a reorganisation.”

Rector magnificus Philip Eijlander explains the concept op Social Innovation in response to the questions: “Institutes like Tranzo, Netspar en Reflect have one thing in common. They link their research to solving problems in society in a way that puts them in the same boat with the external parties. We aim to have this reflect in our education programme, for instance in our classes through readings etc.”

On the targets for women: “We are not going to demand that women are placed in any position that opens up. We are still going to put quality above sexe, but we are going to try and stimulate women in a way that increases their position and the quality of their work.”

Chairman Koen Becking: “We wanted to be realistic and ambitious. We want to stimulate our goals being met, but there won’t be any sanctions if we don’t.”

Rector magnificus Philip Eijlander says that the goals weren’t randomly chosen. “We are going to monitor our progress each year and change our ambitions accordingly. There is a debate at the basis of these goals. That is why the goals for the number of promotions each year isn’t at 1.0, but at 0.9 (per professor). There aren’t any real priorities as of yet, but that’ll change as soon as money gets involved, because at some point the money is going to run out.”