The Marketing & Communication (MarCom) pillar includes the marketing and communication departments of six faculties, as well as the Marketing & Communications division at the Berchmanianum. In the context of the cost-saving assignment for the MarCom pillar, the following hypotheses have been formulated:
- Organizing operations more efficiently
- Working with more data and being goal-oriented
- Setting up automation initiatives (including AI content generation and relationship management)
- Phasing out outdated ICT systems
- Taking on external video and photography initiatives in-house
Last summer, nine working groups were formed based on target groups and areas of expertise, both within the division and in the faculties. They tested the hypotheses for financial impact, impact on FTE in the pillar, impact on the organisation (with complexity/feasibility) and impact on services. This resulted in savings initiatives that were bundled where possible, and on that basis, a list of definitive savings initiatives was drawn up, which are described in the deep-dive report:
- Savings through bundling and uniform cooperation
- Savings on student employees
- Savings on systems and licences
- Savings on image and use of external contractors
- Savings on various equipment budgets
The report examined when savings could be realised and whether this would enable the column to meet its annual target. The report was presented to and approved by the steering group. A pillar meeting is scheduled for 23 October, at which feedback will be provided to employees about the decisions and the follow-up. Preparations are being made for the implementation phase, with Rob Vaessen taking on the role of project manager.
Planning
Current status
On 2 April, a staff meeting was held to update staff on the progress of the cost-saving and improvement programme. A draft organisational model has been developed based on, amongst other things, the in-depth reviews, the new university strategy and discussions with stakeholders. This involves exploring various options for the management of the M&C pillar. Work is currently being done to further develop this into an organisational plan, taking into account the feedback received from staff and stakeholders.
In the coming period, the results will be reported back to the staff and further incorporated into the organisational plan. The aim is to finalise the organisational plan before the summer. This will then be discussed with the various bodies. The Executive Board is expected to take a provisional decision by the end of August at the latest, after which it will be submitted to the University Joint Assembly for advice on 12 October. The intended start date for the new structure is 1 January 2027.