This task to make savings is immense and affects all units. We understand that this brings uncertainty, and we want to emphasise that this process is being carried out in a controlled and cautious manner, with consideration for the impact on our students and staff. We anticipate that some parts of the university will inevitably have to be reorganised. If the measures have organisational consequences, we will provide corresponding information in good time. We will also maintain close contact with the Participational Bodies.
Today, the Executive Board has sent its proposed decision on the budgetary frameworks for 2026 and the coming years to the University Joint Assembly (UGV) for approval. Based on the approval and advice, the final Policy Letter will be sent to the faculties and other units before the summer. They will use it as a basis for drawing their budgets for 2026 this autumn.
Summary of the 2026 Policy Letter
Based on current insights, as a university, we must make structural savings of €37 million (8% of our total expenditure) in the period 2026 to 2030, on top of the existing savings of €18 million per year already communicated in 2024.
We will achieve this, on one hand, by making our operations more efficient (to achieve savings of €20 million) and, on the other hand, by making cuts on teaching and research. These savings will partly need to be achieved through more efficient collaboration within education. Suggestions for this are included in the Policy Letter.
Some of the proposed decisions were inadvertently released prematurely. This has already generated a lot of responses, particularly regarding the planned cuts to the Honours programme. The concerns expressed by various individuals both within and outside the university have been clearly heard by the Executive Board, and will be discussed in more detail with the UGV and the faculties in the coming period. What is essential is that all choices must ultimately lead to the implementation of the (unfortunately) necessary savings.
Over the past few months, the Executive Board, the deans, unit directors and directors of operations have discussed the necessity of these savings. Given the scale and urgency of the situation, we will continue to engage in intensive discussions about how to implement the savings in the coming period. We will do so in line with the development of our strategy for the next six years, the Business operations optimisation process and the task forces on educational organisation and educational innovation, which will draw up a change programme and educational agenda in the coming period.