A clear course and clear choices are of great importance for the coming years. In the changing national and international context, coupled with severe budget cuts and declining student numbers, it is vital for our university to have a clear positioning and profile. On the one hand, this forces us to focus more on the outside world. But internally, too, there is a need for clearer frameworks, especially given the growing importance of harmonising processes and inter-faculty coordination. A clear strategy helps us to set priorities and make the right choices.
Development of the strategy
The discussion about the new strategy does not start from scratch, but builds on the structure of the current strategy. The world around us is changing, putting pressure on our position. At the same time, we also see opportunities that we must seize. As a university, we must change according to developments, by making choices and doing things differently. The new strategy will help us to do this.
Whereas we first looked at external developments and macro trends, in a subsequent step our response to these was defined by working groups consisting of colleagues from all levels of the university: from Executive Board members and (vice) deans to representative council members, policy officers and subject specialists. This ensured broad representation of the university community.
The strategy provides a clear dot on the horizon. To ensure that the organisation moves in the right direction and can actually deliver on the strategy, a transition plan is being drawn up. This plan includes projects and initiatives that contribute to the achievement of our strategic goals.
strategie2025-2031 [at] ru.nl (Do you have questions or ideas? Share them via email with the project team)
Building blocks and planning
The project has now entered its final phase, which focuses on finalising the strategy and developing a clear plan for its implementation. The development of the strategy and the phases that have been completed are listed below in reverse chronological order:
Phase 5: Developing and embedding the 2025–2031 strategy (August–December)
Based on the detailed ambitions and input gathered, the follow-up process will be further elaborated, with a focus on finalising the strategy and drawing up a plan for its implementation.
Phase 4: Involving the wider academic community and second Board Day (April – July)
Working groups representing the wider community (from Executive Board members and (vice) deans to representative council members, policy officers and subject specialists) will work on elaborating the input.
Phase 3: Management Day (8 April)
The results of the previous steps form the basis for the discussion. Input is gathered and agreements are made about the further process and everyone's involvement in it.
Phase 2: SWOT analysis and further elaboration of the strategy process (February – April)
The internal analysis provides insight into our own strengths and weaknesses, while the external analysis reveals opportunities and threats. This also clarifies what is still lacking.
Phase 1: Internal and external analysis and organising support (January – February)
The analysis provides insight into developments within our organisation and the external environment. In parallel with this, coordination takes place with the administrative groups, such as the board of deans, faculty boards, RUDO (Radboud University directors' consultation), the Supervisory Board and UGV, as well as various other strategic units.
Project organisation
The project team is led by a process owner and supports in various disciplines. The progress and direction of the project are guarded by a steering committee consisting of administrators and directors. In addition, working groups consisting of a broad representation of the university community work on the elaboration of the various ambitions.
Project team:
- Arjan-Tim Ferweda (Director Strategy & Transition a.i.)
- Fréderique van Alfen-Las (project coordination)
- Elianne Keulemans (project support)
- Marlot van Leengoed (project communication)
- Carlot Roelofs (management assistent)
Steering committee:
- Alexandra van Huffelen (voorzitter cvb)
- Agnes Muskens (vice-voorzitter cvb)
- Gerben Smit (directeur Radboud Services)
- Saskia Lavrijssen (decaan Faculteit der Mananagementwetenschappen)
- Richard van Wezel (Directeur Health OnePlanet Research Center)
- Annemarie Hinten-Nooijen (Directeur bedrijfsvoering - Faculteit der Filosofie, Theologie en Religiewetenschappen)
