What are the main objectives of the new faculty strategy?
“For me, it all starts with our mission: Responsible Governance for Sustainable Societies. What we really want is to be a place where science and society meet and where we work together on solutions to major societal challenges such as climate change, a just energy transition, values-driven AI, migration challenges, a responsible and affordable healthcare system, and the advancement of emancipation and equality.
As a faculty, we have unique expertise in the governance, organisation and management of the transition to sustainable societies. On the subject of responsible governance, we conduct both fundamental research and research into three interrelated themes concerning sustainable societies, namely Social Economy, Resilient Society and Sustainable and Healthy Living Environment.
To put our mission into practice, we have formulated four ambitions. We want to be a community where people feel at home and can develop. In addition, we strive to be a visible and engaged partner for organisations around us. Not only in the region, but also nationally and internationally.
We also invest in education that is high-quality, attractive and future-proof, and prepares students for a complex world. Students are given a solid disciplinary foundation and the knowledge and skills to develop interdisciplinary perspectives. We not only provide education to students, but are also further expanding our range of courses for professionals.
Finally, we aim to conduct research of high scientific and internationally recognised quality, underpinned by collaboration and pushing the boundaries of our knowledge. In doing so, we deliver high-quality, transparent and widely accessible scientific results that contribute to the scientific debate and to solving societal challenges.”
What challenges and opportunities played a part in the development of this strategy?
“Higher education faces major challenges, including the funding of education. Think of demographic decline and budget cuts. In addition, societal and technological changes have an impact on education, but also on society. These developments mean we have to make choices, but they also offer opportunities. The faculty’s strength lies in its unique combination of disciplines. By strengthening collaboration within the faculty, working with societal partners, structuring and developing our programmes, and effectively promoting our teaching and research, we can tap into new sources of income.”
How does this strategy differ from the previous one?
“What really makes the difference for me is that we have now become much more concrete. Whereas before we mainly had guiding principles, we have now clearly defined: where do we want to be in five years’ time, and what are we going to do to get there? That helps us to maintain focus and also to face up to the choices we need to make.”
How does the strategic plan align with ‘Connected for Impact’, Radboud University’s strategy?
“That alignment actually came about quite naturally. We developed our strategy in parallel with that of the university, and you can see that the same themes recur. For example, the university wants to act as a catalyst in the region. We say: we want to be a meeting place and a partner that people enjoy working with. That complements each other beautifully.”
What are you most proud of?
“That we’ve really done this together. And that in doing so, we’ve stayed true to what we’re good at as a faculty: that combination of disciplines and our commitment to societal challenges.”
What do you hope to have achieved by 2031?
“That we are a place where people want to be. Where students, staff and partners meet, collaborate and learn from one another. And where we engage in open and safe dialogue about complex issues and make a real impact.”
Would you like to know more about the new strategy? You can find the full strategic plan here.