Making the difference Strategy 2014-2017
INDEX Pictured on the cover: Prof. Jaap Denissen Professor, Tilburg School of Social and Behavioral Sciences
Making the difference » INTRODUCTION » 1
Choosing with sustainable quality as the guideline »
2
Building a sharper profile on our heritage »
“In social environments, individuals make the difference! My research is about developing those differences. To what extent can people change? In my lectures, I try to give my students food for thought and thus to pass on my enthusiasm.’
3 Research: opting for high-quality disciplinary research and the agenda of social innovation » 4
Education, opting for ‘A Learning Society’ »
5
pting for Social Innovation and an externally oriented, O cooperative, and enterprising university »
6 Working organization: Choosing leaner, more effective, and more flexible » colofon »
Making the difference
Tilburg University - Strategie 2014-2017
2
Making the difference
Every four years, our university puts considerable time and effort into setting out our course for the future. This strategic plan for 2014 – 2017 is the result of our most recent round of deliberations. In the preliminary phases of preparation for this strategic vision, the Executive Board developed the conviction that we can and will make all the difference. We feel it is important that the strategic choices we have made receive support from the entire university community, and that our ambitions are sensible and feasible. This is why we have set our strategy by engaging in intensive discussions with all the university’s stakeholders. We began discussions in the spring of 2013 based on our own vision on developments over the next four years. During lunch sessions and meetings of the Tilburg University Society, we exchanged opinions and ideas in an open, respectful atmosphere. We also received many inspiring ideas and opinions through our social media channels. Employees, students, colleagues, alumni and of course the University Council were thus able to enrich and improve this strategic vision. It was fantastic to see how involved everyone in the academic community feels with our university. We would like to thank everyone who participated once again for their valuable contributions to this process. It is now up to us to achieve the clearly defined goals we have set for ourselves. We hope that the same energy, drive and commitment that went into this strategy plan will be reflected in its implementation. Working together, we will make the difference.
The Executive Board,
Dr. Koen Becking, President Prof. Philip Eijlander, Rector Magnificus
Making the difference
Tilburg University - Strategie 2014-2017
3
INTRODUCTION
This document is the strategy for the 2014-2017 period. It is the result of a dialogue with our stakeholders following a discussion memorandum formulated by the Executive Board. Our intention in this strategy is to make clear choices for the coming years. The primary motivation behind all these choices will be quality (1). We feel that it is self-evident that a good strategy is a combination of continuing successful existing policies and making changes where necessary. With that in mind, we are holding fast to our current identity and mission, while making efforts to profile ourselves more clearly (2). In our research, we will be focusing more on our strong points, such as our high-quality disciplinary research and the multidisciplinary approach to social issues in the context of the Social Innovation agenda (3). We will also be focusing more closely on our teaching. We are choosing a unified and clear educational concept for the entire university and degree programs designed to give our students a broad sense of social awareness (4). In pursuit of valorization, one of our core tasks, we intend to intensify our interaction with our environment, alumni, and other stakeholders. As part of this objective, we are striving to become an enterprising, externally-oriented university that is open to partnerships and that distinguishes itself through Social Innovation (5). In order to remain future-proof, we also have to make clear choices as an employer. We are opting to become a leaner and more competitive university (6). The goal is to create a simple, more flexible, and more transparent organization in which our employees feel they are part of a greater whole and combine their strengths.
Making the difference
The strategic choices will also require funding. For this purpose, ¤ 4 million has been allocated over a number of years in the Tasks and Resources Plan (Taken Middelen Plan), largely to the Schools. As in the past, they, too, will have to make funds available from their regular resources to achieve the strategic goals. In addition to these resources, which have already been allocated, we aim to trim approximately ¤ 4 million from our operational management expenditures in the long term. Funding and spending will be further elaborated as part of the Tasks and Resources Plan and the budget.
Tilburg University - Strategie 2014-2017
4
Choosing with sustainable quality as the guideline
1
1 | Choosing with sustainable quality as the guideline
Times are changing We live in an era in which many former certainties are no longer so certain; it is an era of change. Prominent professor of transition Jan Rotmans even goes so far as to call it a change of eras. Economic growth, for example, long seemed something that was simply taken for granted, but in the wake of the financial crisis, it can no longer be considered a given. We have to be more frugal with the resources that we have. More than previous generations, we understand that they can run out. We also have a clearer picture of just how vulnerable economic and ecological systems are. This sense of reduced certainty has been further amplified by the internet revolution and globalization. As we are flooded with more and more information about what is happening around us, we become more critical and more open to other voices. We realize that we do not hold a monopoly on truth. We also see countries on other continents rising and challenging us. This demands a response, for which we can draw on our own strengths: the spiritual richness of European traditions. This social dynamic is something that touches Tilburg University. Like everywhere else, the university is facing hard economic conditions, with increasing competition and higher expectations. This means that the bar is being raised for our organization. These turbulent times demand that universities must always be able to render account and to prove themselves. Stakeholders are asking for more. The government wants us to operate in a more cost-effective way, to distinguish ourselves more, and to better
1 | Choosing with sustainable quality as the guideline
demonstrate our added value for society. Present and future students, clients, and financial backers are becoming both more critical of performance and more selective. They can also obtain much more detailed information about the quality of education, research, and facilities. Employees demand an inspiring working environment in which they can develop and flourish. Universities must ensure continued excellent performance, otherwise they will fall behind. That said, it must also be noted that those who do well also get more credit. The recognition of the economic importance of knowledge has increased dramatically. And the field of teaching has gained a great deal of respect.
Making choices Tilburg University needs to move with these changes and build a sharper profile. A strategy of betting on all horses will not work. In order to make the difference, we have to have the courage to make choices. Outstanding
Tilburg University - Strategie 2014-2017
6
education and research are important, but these days it takes much more to put a university on the map. The modern university needs a clear portfolio of degree programs and research lines, a clear vision of its distinctive identity, a consistent set of core values that define its teaching and research in a recognizable way, and a clear and working vision on disseminating and applying knowledge in society. This does not mean that we suddenly have to do everything differently. A robust long-term policy will take our core values and strong points as the foundation for adapting to the changing reality of the times. What we will be sticking to is our identity and our mission of “Understanding Society”. It is precisely in uncertain times like these that an organization like ours has to take up a clear position, and that we demonstrate the importance of community spirit and other values inherent in our traditions. Our identity and mission are not the only achievements on which we will not compromise. We will also be holding true to our green campus and our positioning as an international player with deep roots in our own region. This not only gives our university its character, but it is also where our opportunities for the future lie.
become that more effective organization, but also to secure our financial future and enable us to continue to offer sustainable, high quality in everything we do. We will strive for a less bureaucratic organization: a work environment with more scope for enterprise and an excellent working climate, and one that will appeal to the best in the field. We also need to intensify and increase the benefits of our partnerships with other universities, social organizations, the business community, the public sector, student associations, and alumni. The more we are able to distinguish ourselves in all these areas, the more vital a fixture we will become on the university landscape. In all our decisions, we will embrace the principle that quality comes before quantity. It is our ambition to meet the highest international standards in all our core tasks: research, education, and valorization.
These, then, are the values that will remain constant in our organization. There are also a number of issues we can improve and build upon. We will be looking at our strength in research, which has helped us build an international reputation, and our educational vision, which has taken on a much clearer focus. In both of these areas, we are definitely on the right track, but we now also need to define our goals more clearly. This is what we will do in this 2014-2017 strategy. We are increasing the focus in our primary activities of education, research, and valorization, so our strength and our added value will be crystal clear to the world at large. Now more than ever, as we head into the future, we need to be a united university. To become that university, we have to become a leaner and more effective organization. Interventions will be necessary not only to help us
1 | Choosing with sustainable quality as the guideline
Tilburg University - Strategie 2014-2017
7
2
Building a sharper profile on our heritage
2 | Building a sharper profile on our heritage Identity and mission Tilburg University has a clear identity built on values. Since 2007, we have defined our mission as: Understanding Society. This is a modern translation of the philosophy of our founding father Martinus Cobbenhagen. It outlines a position based on the Christian and humanist traditions in which we have our roots. We embrace a forwardlooking, ethical orientation. We look to our connection with humanity and the natural world for our vision of sustainability and diversity. We believe in a society focused on these values, shaped jointly by government and business. Ever since its inception, Tilburg University’s goal has been more than just developing and disseminating knowledge. Our intention has always been to make an active contribution to society through our activities. We want to serve society and make it a better place for all citizens. Cobbenhagen considered Economics as one of the social sciences that should serve in the construction of a worthwhile society,
2 | Building a sharper profile on our heritage
“Understanding Society also means that you study the spiritual dimension of our society. Science is not only about knowledge but also about the search for truth.” Drs. Frank Bosman Policy officer, Tilburg School of Catholic Theology
Tilburg University - Strategie 2014-2017
9
that is, a society in which people share in the common good and actively contribute to it. This is why, in his eyes, students had to acquire comprehensive knowledge of social developments and a sound understanding of the theories that explain them. This is a conviction that remains current to this day. The financial crisis of recent years shows how much damage can be wreaked when actors in society lose sight of the greater good. Once again, we have seen just how important spiritual development and a focus on fundamental values are.
committed world citizens. And increasingly, we will encourage our students to maintain contacts with social institutions. At a very early stage, we expose our students to a wide range of social visions, academic approaches, and cultural and philosophical traditions, in order to give them the widest possible social and spiritual perspective. We want to make young people aware of their responsibilities by encouraging them to think about their responsibility for building a good society. What will be their future role in business, public administration, civil society, or academia?
Giving substance to our social orientation Though our heritage remains current, this does not mean that we can afford to be complacent. Developments all around us are forcing us to demonstrate how Tilburg University makes the difference (see Chapter 1). We have to be clear about our identity and mission, to make them more recognizable to the outside world. We want to see talented scientists and students choosing Tilburg University more often for this very reason. This is why in the coming planning period, we will be further developing our identity and our mission into core values and practice. We want our teaching, research, and valorization to project these fundamental principles. And we want to evaluate the people of Tilburg University based on their contributions to achieving our mission.
This reflection on social responsibility is not something that applies only to students. Society is also entitled to expect from academia and academics that they do the right thing, have integrity, and work according to academic standards of transparency and verifiability. We ask our instructors and researchers to reflect on their standards and values. In our organization, we will actively stimulate communication about activities and professional integrity to make this dialogue an integral part of staff meetings, administrative debate, and teaching.
We must remain true to our roots – the broad Christian and humanist traditions, and Catholicism in particular – and express them more often and more clearly as we head into the coming planning period. We will strive to bundle our expertise in these traditions and to promote high-quality research into these areas. We will be actively looking for productive ways to let our work be guided by the insights, visions, and values inspired by this philosophy. In our teaching, Understanding Society will be expressed in the broad education our students receive. More than ever before, we will be working to train them to be not only competent practitioners of their disciplines, but also
2 | Building a sharper profile on our heritage
Our research and valorization activities will also be re-oriented to better express our mission of Understanding Society. Innovation in technology is no longer the key to devising solutions to social problems; the world around us is changing. The effects of these changes on society require new perspectives. Tilburg University gives depth and substance to Understanding Society on the basis of Social Innovation. Based on our vision of Social Innovation (see Chapter 5), we will be focusing more strongly on urgent social issues and sweeping socio-cultural change processes. As a society-oriented university, we will leverage the innovative forces of organizations to provide solutions to major societal challenges. We will initiate and establish connections between new strategies, concepts, and ideas through the Tilburg method of Social Innovation. These challenges represent a great responsibility for future decision-makers.
Tilburg University - Strategie 2014-2017
10
High-quality disciplinary research forms the basis of our university’s reputation. We are renowned for our excellent research and we will continue to invest in fundamental research in the various disciplines, as well as in interdisciplinary cooperation. Taking on major social issues will require a concerted approach integrating economics, law, Catholic theology, social and behavioral sciences, and the humanities. Because these disciplines each make their own contribution to Understanding Society, we believe in maintaining our focus on them and establishing connections between them.
“That the results of our study can really make a difference for cancer patients is an important stimulus for me.” Prof. Lonneke van de Poll Professor, Tilburg School of Social and Behavioral Sciences
2 | Building a sharper profile on our heritage
Socially responsible organization Research, education, and valorization are important areas within which Understanding Society happens, but they are not the only ones. Anyone preaching social responsibility must also set a good example. The pursuit of our mission has to extend throughout the operations of the entire organization. Integrity must serve as the basic criterion underlying all our actions. This is expressed in respect for human dignity, a focus on emancipation from unjust and oppressive relationships, and the pursuit of sustainability. We will formulate a clear policy for corporate social responsibility to test ourselves against. Our goal is, by 2017, to offer public accountability on the impact of all our decisions on society, culture, and the environment.
Tilburg University - Strategie 2014-2017
11
We recognize that the composition of our personnel does not reflect a cross section of Dutch society and that this is incompatible with our mission of Understanding Society. To improve on this point, we are developing a diversity policy, one component of which is the ambition to increase the number of women in leadership and high-profile positions. The bust of Marga Klompé (1912-1986), unveiled on our campus by Queen Beatrix in 2012, serves to remind us every day of the importance of this goal. Our efforts to put our mission into practice will be clearly visible and identifiable. We will continue to strive to achieve the goal that by 2020, Understanding Society will be broadly recognized and understood as our distinguishing quality among our university’s stakeholders, from students and peers to public and private sector institutions. When it is, Tilburg University will truly have become the leading society-oriented university.
2 | Building a sharper profile on our heritage
Tilburg University - Strategie 2014-2017
12
3
Research: opting for high-quality disciplinary research and the agenda of Social Innovation
3 | Research: opting for high-quality disciplinary research and the agenda of social innovation Disciplinary research Tilburg University is a society-oriented university known for excellent research, that meets the highest international quality standards. We will make every effort to ensure continued excellence by subjecting our programs to national and international rules and benchmarks. We will also assess them based on our own four-out-of-five quality policy. Only research programs that score four (‘very good’) or better will receive our seal of approval. If a research program fails to achieve this target, we will require a plan of action for rapidly meeting quality standards. Research that remains below par will be phased out. High-quality disciplinary research forms the basis of our university. Clearly, we will continue to invest in this basis: our high-quality research in the various disciplines. It is Tilburg University’s very foundation. In Economics and Business, Tilburg University’s research has been among the very best in Europe for many years now. We owe our international reputation largely to this excellent work. The policy regarding our Centers of Excellence will also continue unchanged in the coming period. We expect to award this distinction to a total of five institutes. With regard to setting up new research institutes, the principle applies that an existing institute will have to be discontinued before a new one can be established.
3 | Research: opting for high-quality disciplinary research and the agenda of social innovation
Multidisciplinary research We will need to redouble our efforts in the coming planning period to sharpen our university’s profile and engage in more effective fundraising. We expect the most from greater intensification of our multidisciplinary research. This is very much in keeping with our mission of Understanding Society (see Chapter 2). Based on our vision of Social Innovation (see Chapter 5), we at Tilburg University feel that a link must be forged between multidisciplinary research and the complex societal issues of our time. These issues require an integrated approach from different scientific disciplines. We will make use of our current strengths. In the past few years, Tilburg University has earned a sound reputation for multidisciplinary research on important social issues like the aging population and pensions, security, sustainability, the labor market, and care. We want to further capitalize on the position that we have achieved in this area. The themes of the aging population and pensions, security, sustainability, the labor market, and care are key to our approach to Social Innovation. They will provide a basis for strategic alliances with other research institutions, government bodies and industry. For these and other reasons, Tilburg University’s presence will be felt more than ever in Brussels, The Hague and among our strategic partners.
Tilburg University - Strategie 2014-2017
14
The multidisciplinary themes will be supported by teams of top researchers from various disciplines. The themes form a tool to give shape to our valorization activities through intensified cooperation with social partners and the government. Moreover, they are consistent with the Grand Challenges of the Horizon2020 European research program, and they thus serve as an effective means for fundraising.
“My research is aimed at finding out how to provide reparation to all victims of war.” Alphonse Muleefu LLM PhD student, Tilburg Law School (Intervict)
Our method of Social Innovation allows us to link research, education, and valorization, and to further develop our multidisciplinary approach. We will do this together with our social partners that are active in, for example, the labor market, care, security, and sustainability. Social Innovation, in combination with the themes, helps us to enhance our distinctive capacity. This approach will also increase the university’s social contribution and its visibility. It will give direction to our profile and fundraising activities. It will make clear what we are good at and the areas where we provide added value, even to stakeholders that are not well acquainted with us.
Research grants Research grants can be seen as an indicator of scientific excellence. In addition, thanks to research grants, our researchers can contribute to our understanding of
3 | Research: opting for high-quality disciplinary research and the agenda of social innovation
Tilburg University - Strategie 2014-2017
15
current social problems and to solving them. Now that the government’s share in research funding is declining, it is becoming increasingly important to acquire additional resources through indirect funding. In the years to come, Tilburg University will remain committed to acquiring prestigious personal grants and other national and European funds. To this end, we are developing a proactive, university-wide acquisition strategy with the goal of effecting a significant increase in revenues as well as ensuring that we meet our performance agreements. We will actively encourage researchers to submit grant applications. They will be given sufficient time to prepare these applications. We cannot expect to see a significant increase in successful grant applications without providing adequate support. In the coming period, we will therefore identify specific needs in this area and examine the best ways to reach joint solutions.
PhD students PhD students are the new generation of researchers, and they are therefore vital to the future of the university. Furthermore, our knowledgebased economy increasingly requires new expertise and innovation produced by highly skilled knowledge workers. We are therefore aiming for steady growth in the rate and number of completed PhDs. In view of Tilburg
3 | Research: opting for high-quality disciplinary research and the agenda of social innovation
“I try to contribute in my lab to Understanding Society by studying what inspires people to work together, to have confidence.” Dr. Sigrid Suetens Associate professor, Tilburg School of Economics and Management (Tilec)
Tilburg University - Strategie 2014-2017
16
University’s relative lag behind national developments in this regard, we have established a guideline calling for professors to complete an average of 0.9 PhD projects per year. We are also working to improve the monitoring of our PhD students, to enhance the PhD programs themselves, and to ensure that the Graduate Schools provide professional PhD supervision. External PhD students make up an increasingly important proportion of the number of doctorates conferred. We will be prioritizing improvements to the supervision of this group of students, for example, by introducing professional PhD programs. On other fronts, we will also aim for diversification in our PhD programs, for example, by setting up international joint PhD programs.
Scientific integrity We will continue to emphasize academic integrity during the coming planning period. In recent years, the university has become keenly aware of the importance of a robust culture of integrity. We have taken various steps to combat academic fraud, including requiring two supervisors for each PhD student and establishing the Academic Integrity Committee. We are also continuing to encourage a critical attitude among our researchers and we are developing a code of conduct for the retention and sharing of research data. Tilburg University will opt for Open Access publication wherever possible to ensure that the results of our research are broadly available to society at large.
3 | Research: opting for high-quality disciplinary research and the agenda of social innovation
Tilburg University - Strategie 2014-2017
17
4 Education, opting for ‘A Learning Society’
4 | Education, opting for ‘A Learning Society’
More attractive education Higher education is changing rapidly. Universities are feeling the consequences of globalization, digitization, decreasing financial resources, and constantly changing legislation. Expectations regarding education are mounting and the requirements are becoming more stringent. The demands placed on institutes of learning are greater than ever before and more diverse. This serves as encouragement for us to improve the quality of our education even further and to increase graduation rates. We achieved quite a bit during the previous strategy period. For example, Bachelor’s-level teaching was intensified and the rules for binding study advice were made more stringent. In addition, we developed a new educational vision. These efforts are bearing fruit. We are proud of the fact that we were awarded the Institutional Education Quality Assurance Label in 2013. This means that our quality assurance system is in order. That is all well and good, but we feel that it is not enough. We want even more. We are striving for steady growth in new enrollments to achieve a market share of at least 5%. That means we will need to capitalize on our strengths to an even greater degree. And that we need to get a better picture of our clients’ wishes. To this end, we will examine the extent to which our degree programs meet the needs of our students, the requirements from the professional field and the profile of our university. The Higher Education (Quality in Diversity) Act (wet Kwaliteit in verscheidenheid hoger onderwijs) offers the option of combining existing Bachelor’s programs.
4 | Education, opting for ‘A Learning Society’
Tilburg University - Strategie 2014-2017
19
We intend to identify programs that may qualify. A broader Bachelor’s program gives students the opportunity to expand their horizons, allowing them to discover the ideal discipline for them.
‘A Learning Society’ In the coming strategy period, we will face up to these shared challenges together. For this purpose, Tilburg University will introduce the educational concept of ‘A Learning Society’ as a guiding principle. This is a more detailed addition to our educational vision ‘Excellent education between science and society’ (2012). ‘A Learning Society’ builds on our strengths, combined with innovations. The concept is based on three essential elements: (I) improving the quality of education (‘Learning’), (II) strengthening the societal orientation (‘Learning Society’) and (III) enhancing the campus feeling (‘A Learning Society’). We want to encourage our researchers and students to form an international community on our green campus, a community in which they challenge and encourage one another, and in which they transfer knowledge through attractive and innovative teaching that provides a combination of knowledge acquisition, a broad academic education and a social orientation. Our priorities for each essential element are detailed below. They are the basic principles of our educational vision that we will further specify in consultation with our community in the coming strategy period. Interaction between instructors and students will play an essential role in this process.
not enough. Improving the quality of education involves more. In the coming period, we will therefore focus on professionalizing our teaching, integrating our research even better into our academic programs, and developing innovative teaching methods. Our approach to Social Innovation can prove its worth here, too. Many programs are suitable for demonstrating the importance of Social Innovation for addressing the challenges of today. Good teaching starts with expert and motivated teachers with a strong dedication to teaching and education. Our professors and top researchers will also be closely involved in teaching at every stage of our degree programs. In the coming period, Tilburg University will be committed to increasing both the number and quality of our lecturers. We will make funding available for this expansion and professionalization by reallocating resources in our budget. The target set out in the performance agreements – 30% of teaching personnel holding a Basic University Teaching Qualification (Basiskwalificatie Onderwijs) – is being raised to a much more ambitious 66%.
Essential element I Improving the quality of education
Teaching at Tilburg University is research-based and research-driven. This means that our lecturers incorporate the latest scientific findings into the education process and involve students in setting up and conducting research. In this way, our students will be far more conversant with the most recent state of affairs in their field of study and the way in which research is carried out (‘learning by doing’). This also means that our students will be taught the methods, skills and attitude needed in order to reflect critically on their field right from the beginning of their degree program. Although most students do not go on to pursue a career in research, scientific education provides them with the skills and attitude needed to work independently and think analytically. These are important skills for the future leaders that we educate.
‘A Learning Society’ is based on quality education focusing on the student’s development. Our goal is to achieve the applicable performance agreements and exceed the goals and targets whenever possible. This is necessary, but
We will promote attractive and innovative education based on the conviction that our educational system will be better matched to our
4 | Education, opting for ‘A Learning Society’
Tilburg University - Strategie 2014-2017
20
students’ learning needs. Our preference is for small-scale, stimulating, and intensive teaching. By offering students a high-quality education, we are seeking to promote their intrinsic motivation. We do not want this to lead to high school-style teaching or obligations, and we are determined to maintain the academic character of our degree programs. We will strive to establish continuous, substantive learning lines in our curriculums. This will require lecturers to cooperate in teams to a greater degree than is currently the case. The teams will coordinate the content of the program and their teaching methods. Tilburg University will follow international developments in the field of innovative teaching that can offer added value for the entire institution, such as web lectures, MOOCs (Massive Open Online Courses) and electronic examinations. Tilburg University will provide more intensive support to lecturers in the use of innovative didactic teaching methods. We will do so, for example, by encouraging pioneers to share their expertise and skills with their colleagues. High quality education for all students is the basic principle, but we also recognize that students differ in level, interests, style of learning and personal ambition. We will take these differences into account by challenging students within the current degree programs. Nevertheless, there will always be a group of students who look for an extra challenge above and beyond the regular program. These students will be encouraged to participate in additional school-specific or institution-wide excellence programs. The Outreaching program will be continued after the conclusion of the grant period. We are also investigating the possibility of bundling these various programs in an Honors Academy.
Essential element II Strengthening the societal orientation A second important value within ‘A Learning Society’ involves preparing students for an (international) career in society. We will continue to motivate and encourage students to take their societal responsibility seriously. Our commitment to this is fourfold: connecting students to society, encouraging their sense of responsibility, promoting an international orientation, and stimulating students to participate in student associations. Tilburg University is committed to strengthening the link between education, society, and current events. Societal issues often provide inspiration for education. We want students and researchers in each of our degree programs to actively search for the link with society. By inviting guest lecturers from industry and encouraging research projects and internships with (international) organizations, we will strengthen our relationship with the professional field. This will give students an early opportunity to prepare for their future position in society. Developing the right skills will thus become increasingly crucial. Society requires students to be in possession of team spirit, powers of persuasion, presentation skills, networking skills and flexibility. We will be emphasizing these skills in our curriculums. Student associations are preeminently positioned to offer opportunities for developing competencies that are useful in society. Tilburg University intends to make its labor market activities more effective and more professional. To this end, we will establish a unified career services desk. Services provided by this desk will include: work and internship mediation, skills training, and career advice. The concept of Career Services will be developed in partnership with the student associations. At Tilburg University, we prepare our students for responsible positions in society. In our Christian-humanist tradition, students are taught to critically
4 | Education, opting for ‘A Learning Society’
Tilburg University - Strategie 2014-2017
21
question their own and others’ conceptions in various ways, and to understand society. We will continue to train our students to become responsible citizens: individuals who have learned to take responsibility in society. We will encourage this sense of responsibility. In addition to the existing courses in the philosophy of science and ethics of the profession, we will develop additional activities in the coming period to incorporate responsible citizenship as an integrated part of the curriculum.
“My association, Awake International, works towards creating awareness among our fellow students about global issues. We hope to inspire students to become globally conscious and become interested in understanding our global societies.” Maria José Recalde Vela Student and president of AWAKE
Analyzing and solving today’s complex societal issues requires an international orientation. International experience also contributes to the development of cross-cultural competencies and the broad general education we at Tilburg University impart to our students. The two-track policy instituted in the previous strategic plan ‘Internationalization Abroad’ and ‘Internationalization at Home’ will be continued. As part of the ‘Internationalization at Home’ policy, the number of international Bachelor’s programs available at Tilburg University will be expanded and international enrolments in the existing programs will also be increased. An international orientation must become an integrated part of our degree programs. During the re-accreditation of our international programs, Tilburg University will
4 | Education, opting for ‘A Learning Society’
Tilburg University - Strategie 2014-2017
22
apply for the Distinctive Quality Feature for Internationalization at program level. Furthermore, the Internationalization Quality Label at the institutional level will be applied for as part of the second Institutional Quality Assurance Assessment in 2018. To this end, we will further develop and finalize our vision of internationalization and an associated language policy. We will also encourage more teaching activities in an international environment. It will become commonplace for our students to spend a period abroad while studying at Tilburg University. They will be able to do so in a number of ways: via a (joint) degree program, an exchange program, an internship abroad or a Summer School. Exchange programs in all Bachelor’s programs will be made possible by introducing a ‘mobility window’. This will give our students a chance to study abroad while still completing their degrees within the specified time frame. Moreover, the international character of our campus will be boosted, thereby encouraging cooperation between Dutch and international students.
Essential element III Enhancing the campus feeling Our green, leafy campus is a great place for achieving ‘A Learning Society’ where students form an international community, encourage and challenge one another, and build expertise. We will also strive to promote community building, prioritizing the integration of national and international students and staff members. Tilburg boasts many student associations, which form an important part of our university community. To enhance the campus feeling, it is important that we form one single university community, where everyone feels at home. Our aim is therefore to introduce more unity to the education support activities, leading to an overall quality improvement. We will therefore organize the following activities on a university-wide basis: a uniform academic calendar, degree program information and matching activities, and peer review in education.
4 | Education, opting for ‘A Learning Society’
Our goal is to have students on our green campus as much as possible, encouraging direct contact between students and lecturers, and among students themselves. We will offer an intensive degree program with a large number of teaching weeks running from September to July. Given that students have a responsibility for their own development, they have every opportunity to thrive in this academic climate. The academic calendar will be the same for all Schools, with a clear distinction between teaching weeks, examination periods, and vacations. This will allow us to use our facilities effectively and, despite the increase in the number of contact hours, limit the need for new buildings. Investments can then primarily be used to adapt existing facilities so that they better answer to the needs of the modern educational setting. In addition, any new construction will be aimed at meeting other needs and increasing the space for self-study and specific teaching facilities. A good choice of a degree program is an important predictor of academic success. We will make every effort to improve the process of choosing a study program and intensifying our contact with students who are involved in this process. We will introduce the study choice check instrument university-wide in a manner that is appropriate for all of our degree programs. We will also actively monitor and supervise students during their studies. We attach great importance to a positive study climate, in which coaching and interaction with students are key. Sharing knowledge is one of the principles of ‘A Learning Society’. Sharing can take place among lecturers, between lecturers and students, and among students themselves. In research, it is common for scholars to provide feedback through peer review. We also intend to use peer review in the educational process more intensively. We will support lecturers and students in this regard as well. We will continue to emphasize course evaluations and their centralized administration.
Tilburg University - Strategie 2014-2017
23
We will offer our students quality education, a thorough preparation for a career in society and a pleasant study environment. We expect our students to have a proactive attitude throughout the academic year, to study their lesson materials both individually and in groups, and to independently seek interaction with their lecturers. Students are expected to use their personal qualities and apply them effectively to get the most out of their degree program.
4 | Education, opting for ‘A Learning Society’
Tilburg University - Strategie 2014-2017
24
Opting for Social Innovation and an externally oriented, cooperative, and enterprising university
5
5 | Opting for Social Innovation and an externally oriented, cooperative, and enterprising university
Tilburg University focuses on understanding our complex society. To this end, we conduct research that results in new knowledge and perspectives for action. These are then incorporated into our educational programs. Understanding processes and interactions in society is a prerequisite for being able to exert influence on them. However, mere understanding is not enough for a university that, based on its tradition, is committed to its environment and that wishes to do something for society in return out of a sense of social responsibility. A society-oriented university par excellence will endeavor to convert its knowledge and understanding of society into research activities involving application, development, and innovation. This will lead to the development of best practices that can result in real improvements and innovations based on a thorough understanding of society.
5 | Opting for Social Innovation and an externally oriented, cooperative, and enterprising university
“Together with municipalities, I carry out field experiments, asking people about their motivation to keep their surroundings clean.”
Dr. Ben Vollaard Associate professor, Tilburg School of Economics and Management (Tilec)
Tilburg University - Strategie 2014-2017
26
Valorization In the internet age, transparency and knowledge-sharing are the norm. Organizations are expected to be externally oriented, to be useful members of society and to be socially accountable. Tilburg University is very much aware that this creates obligations, especially for a university whose motto is Understanding Society. We use a variety of means to involve others in our societal environment in our teaching and research activities. This is not only a legal obligation, but also the result of the university’s desire to contribute to a healthy society. Fundamental research will remain the basis, but it will be complemented by research involving application, development and innovation. We do not perceive valorization at Tilburg University merely as a linear process in which expertise is ‘taken to market’. We adopt many approaches to creating value from our expertise in an economic, societal and cultural sense. This includes employing ‘dual’ researchers (who combine PhD research with work outside the university), organizing academic workshops, participating in the public debate and conducting contract research. We will continue to focus on how we can demonstrate our value for society. In order to develop a set of valorization indicators that match the university’s profile, Tilburg University is involved in a nationwide VSNU project to develop a set of accepted indicators for all universities. Within this context, we will make our own choices.
The Tilburg method of Social Innovation Social Innovation is what gives substance to Tilburg University’s mission – Understanding Society. Social Innovation is the driving force for linking the knowledge of and insight into the action perspectives of the parties in society, and for translating them into best practices that generate added societal value. Social Innovation is not new to our university. On the contrary, the concept is based on existing initiatives in the field of research by, for instance, the
5 | Opting for Social Innovation and an externally oriented, cooperative, and enterprising university
Netspar and Tranzo research institutes. The Tilburg method of Social Innovation includes new ideas (products, services, or models) that address societal needs and that result in new connections and collaborative efforts, leading to added societal value. The method is further characterized by: • the connection to and complementarity with technological innovation; • value creation that is not focused solely on economic gain, but that can also be ‘profitable’ in a societal and cultural sense; • the multidisciplinary collaboration needed to grasp the major societal themes and to understand them properly; • the approach to ‘open innovation’ and interaction between knowledge and environment that goes beyond linear models of knowledge development; • structural collaboration with societal partners based on equality. Tilburg University has a longstanding tradition of forming alliances and engaging in long-term cooperation. Collaboration, networks, and crossborder learning are key concepts in the Tilburg method of Social Innovation. Our ambition is to become the international leader in the field of Social Innovation. To this end, the Tilburg method of Social Innovation will be given a structural impulse in the coming years, both in terms of PhD and other research and in the field of education. Also, Social Innovation will be embedded in the Tilburg University organization by establishing universitywide program committees that will report to the steering committee made up of the Rector Magnificus and the Deans.
Strengthening collaboration and networks Tilburg University will strengthen and expand its collaborative efforts and its role in various networks. These networks are not only a useful source
Tilburg University - Strategie 2014-2017
27
of contacts for research, education and valorization, but they can also be beneficial for attracting contract funding (including commercial research, charities, financing funds). The focus on networks and cooperation has various purposes. International International cooperation is a prerequisite for realizing our ambitions in teaching and research. As we define our profile more sharply, this will have consequences for our international relations. We will have clear choices to make in this area, too. We will reduce the number of international partnerships and alliances that we are involved in. We will form strategic alliances with a select group of universities around the world based on our strategic goals. International research and/or educational activities will increasingly take place in the framework of these alliances. In addition to bilateral cooperation, Tilburg University will actively participate at the institutional level in international networks focused on knowledge-sharing and advocacy. These networks will increasingly give rise to consortia that focus on European or global research themes. In addition, these networks will facilitate international mobility in education. National In the coming planning period, we will also examine the opportunities for intensive cooperation with one or more Dutch universities, starting with Eindhoven University of Technology. The purposes we have in mind include mutual fundraising, sharing of facilities, and preparing international grant applications. Regional Tilburg University has committed to actively contributing to strengthening the region’s competitive edge. We will do so, for instance, by using our expertise in the field of Social Innovation in the regional alliances of Midpoint Brabant and Brainport. Midpoint Brabant focuses on innovation in the labor
5 | Opting for Social Innovation and an externally oriented, cooperative, and enterprising university
market, health and safety, and sustainable development. The collaboration with Brainport will focus on the theme of healthcare. This theme fits in well with the province’s ‘Agenda Brabant’. The regional cooperation agenda is thus fully consistent with the societal themes in Tilburg University’s profile. Another way in which Tilburg University will contribute to the region is by playing a pioneering role in the development of ‘Regional Governance’. We will do so by establishing an endowed chair devoted to this theme, among other things. Alumni In the coming planning period, we hope to get more out of our ties with our alumni. They are the main ambassadors of our university and they are members of highly valuable networks. We will continue to use existing channels such as the Friends of Cobbenhagen and the Campaign Board, whose members include prominent people with ties to the university. They have indicated a willingness to be our ambassadors to expand our social network. Strengthening these ties is an organic process in which we embrace the principle of ‘first friendraising, then fundraising’. Our goal is to forge close ties with our alumni so that they will want to support the further development of their alma mater, for example, by providing guest lectures for a new generation of students or by making places for internships available, but also in the form of donations to funds for education and research. TiasNimbas TiasNimbas, Tilburg University’s embedded business school, will remain an important partner in postgraduate education. Based on the mission of ‘Understanding Society’, education at TiasNimbas provides the basis for understanding the processes and interactions in society. TiasNimbas makes this knowledge and understanding of society applicable for companies and social institutions. This gives us influence on the processes and interactions in society and means we can have a measurable impact as a university.
Tilburg University - Strategie 2014-2017
28
“In my research I try to understand how audio technology can enhance human interaction, for instance by using computer tools to help speech and reading development or to support communication with the elderly.” Dr. Marie Postma - Nilsenová Associate teacher, Tilburg School of Humanities
5 | Opting for Social Innovation and an externally oriented, cooperative, and enterprising university
Enterprising university We have major ambitions in the field of regional cooperation, and not only in the area of Social Innovation. We will focus on combining the best that our province has to offer in the fields of education, government, and business (the triple helix). This will require good contacts with businesses, authorities, and other organizations. In the past we intensified our contacts with social partners and the business community. This ambition could take on a more concrete form with the establishment of an exclusive, international University College. A feasibility study into a University College will be conducted in 2014, followed by a final go/no-go decision. A more open and more enterprising culture is a precondition for more intensive and effective interaction with our environment. This is an important reason for the university to encourage entrepreneurship on campus (Brabant Center for Entrepreneurship, start-ups), in education, and in the workplace. Last but not least, we will foster a more entrepreneurial internal culture (see Chapter 6), because we believe that this will help us achieve our mission.
Tilburg University - Strategie 2014-2017
29
6
Working organization: Choosing to be leaner, more effective and more flexible
6| Working organization: Choosing to be leaner, more effective and more flexible Highly qualified staff In our strategy for the coming years, we want to make clear choices, with quality as the guiding principle. Highly qualified staff is an unchanging precondition for achieving our ambitions; it is the foundation on which our university is built. Therefore, Tilburg University will focus on the high quality of its employees. We stimulate connections and cooperation between people and teams and foster quality of leadership within an effective organization. Employees’ quality and professionalism are crucial to being innovative, flexible, and firmly in touch with society. To become more flexible, we will strive for a good balance between regular and flexible staff. We want Tilburg University to embrace innovation more than it has in the past, and to live that innovation. We envisage a more open and diverse organization in which employees can find each other more easily and work closely together on projects. Cross-disciplinary cooperation will be given a prominent place. This is also an important reason to strive for more mobility within the organization. In the coming period, HR will be focusing on talent development, working towards broader employability of personnel. In this context, it is of vital importance that diverse talent is recognized and acknowledged. Continuing investment in people will be made, in the various phases of their careers. The career policy will be diversified to cater to the various generations of people employed. Tilburg University will give employees the scope and opportunity to take responsibility and develop initiatives, energetic commitment and creativity
6 | Working organization: Choosing to be leaner, more effective and more flexible
in this respect. Employees will be stimulated to reflect on the final result of their work. Tilburg University is committed to the diversity of its workforce and will pursue a targeted policy to this effect. Tilburg University strives for a balanced composition of the academic staff. We aim for a balanced composition of excellent academic teams, consisting of talented people in the relevant fields of research, education and valorization. This composition will provide scope to optimize the size and costs of the academic staff. Managers and directors play a key role in initiating and driving innovation. Fully convinced of the importance of the quality of leaders, we recognize that we need to appoint talented supervisors and promote leadership skills among those already holding leadership positions. Our management development will be continued full speed ahead.
More effective organization These ambitions require an organization that is transparent and easy to manage. At different moments in the past few years, the focus has been specifically on the support organization, e.g., the scrutiny of the support columns, the Services Restructuring program, the Support Services Vision program, and the A, B, and C Packages cutback operation. All processes
Tilburg University - Strategie 2014-2017
31
were aimed at making university services more efficient, transparent, and effective, and at increasing quality. It must be observed that the recommendations that came out of some of these processes have only partly been adopted and implemented. Some processes were delayed or discontinued altogether. The evaluation of the Services Restructuring program has also shown that many of the original objectives have not been achieved. One conclusion was that, on the one hand, the provision of services had become more transparent, but that the compartmentalized nature of the Services persisted. As a result, integrated service provision continued to be difficult. Another conclusion was: “We must conclude that there are still boundaries between the Schools and the Services despite the many change processes undertaken. Various support services continue to exist within the organization at various levels, that often operate autonomously and without an integrated or process-based approach.” In short, our organization is too opaque, complex, and fragmented at present. The organization as a whole is functioning less effectively than it could.
“Students and staff are Tilburg University’s best brand ambassadors.” Stijn van Kruijsdijk Communications officer, General Services
We want to fundamentally restructure the organization. We want to make Tilburg University more effective and
6 | Working organization: Choosing to be leaner, more effective and more flexible
Tilburg University - Strategie 2014-2017
32
more flexible to better equip us for changing realities and to allow us to concentrate on what we see as our true mission. Decision-making will become more transparent and processes will not be needlessly impeded. This simpler structure will take shape in the coming planning period. The starting point is to create unity at Tilburg University: one organization where support activities are carried out together rather than in different places. Wherever possible, policy must be developed for the entire organization and jointly implemented. We all stand behind the same mission and strategy. Everyone is familiar with this mission and strategy and knows what it means for them. Tilburg University will be working with clear objectives and expected results. The goals of the individual units will be aligned to the strategy of the organization as a whole. The planning & control cycles of the Services and Schools will be attuned to each other. All activities that support the primary process, including those in research and teaching, will be concentrated in one place to the greatest extent possible. This will involve Services units such as Internationalization, Communication and Marketing, HRM, ICT, Alumni, Finance, Education Support (such as the Student Desk, scheduling of lectures, classes and exams, proctoring), and Career Services. Together we will determine priorities in the provision of services.
Professional office space A professional organization needs professional office facilities. In effect, the office space on campus is occupied less than 40% of the time, according to a recent utilization survey. Furthermore, the interior of the University buildings is not conducive to modern communication and cooperation. In the coming period, we will make our office space ready for modern work concepts. They will be introduced in buildings as they come up for renovation starting with Simon Building. On the one hand, these modern work concepts are aimed
6 | Working organization: Choosing to be leaner, more effective and more flexible
to improve communication and cooperation. On the other hand, they are expected to result in a more efficient use of office space. In principle, users’ needs will be taken into account as much as possible. The Schools and Services will also have a strong voice in the way in which their office space is designed. We presume that we will need fewer office buildings as a result of this approach. Space that becomes available can be used to create teaching facilities and, in the long term, buildings can be disposed of. Money saved in this way can be used for the primary process. Organizational structure For Schools and Services, this consolidation of support activities means sharing and becoming co-owners of the same service desk. Employees in support units will be working with more colleagues with the same expertise and with colleagues in the Schools. We think that this combination of strengths can improve the quality, creativity, and effectiveness of the services provided. We also expect that this method of structuring will increase operational efficiency: decision-making will be faster and the risk of errors will decrease, for example, because of fewer work transfers. However, it remains crucial that employees stay in touch with the primary process. This is why we are making clear commitments on structure, positioning, and interrelationships, and documenting these commitments. The new, effective organization will be further elaborated in 2014 and should take shape in 2015. This will lead to changes in the organization. Of course, we will take into account the formal procedures to ensure that employees and their representatives are involved in the process as much as possible. We expect that the operational and efficient structuring of the organization will lead to significant cost savings. If resources are released as a result, they will be allocated to the primary process. Concentrating these strengths can thus result not only in professional support services, but also provide more scope for staffing for teaching and research.
Tilburg University - Strategie 2014-2017
33
A collective organization also requires collective responsibility at the top. The ‘top’ is the management team of the university. Like other managers, deans and directors will only be appointed on performance-based contracts. We will reduce the size of the upper echelons of management, in line with the intention to reduce overhead throughout the entire organization. We will invest in the quality of leadership of this group of people.
Entrepreneurial business culture We will strive for an entrepreneurial mindset with scope for personal initiative: a culture in which people are allowed to make mistakes, but in which it is clear where responsibilities lie and what the expectations are; a culture defined by the understanding that our strength lies in cohesion and cooperation, enterprise, a self-critical attitude, professionalism, and integrity. Employees and students will be valued for their contribution to this culture and our mission. It is, after all, our people who make Tilburg University. Only they can deliver the innovation and the qualitative leap forward that will allow us to make the difference more than ever before.
6 | Working organization: Choosing to be leaner, more effective and more flexible
Tilburg University - Strategie 2014-2017
34
Publishing details
Tilburg University P.O. Box 90153 5000 LE Tilburg The Netherlands Telephone: +31 (0)13 466 9111 E-mail:
[email protected] www.tilburguniversity.edu/strategicplan Text:
Executive Board
Translation:
Taalcentrum-VU and Corporate Communication
Design, layout:
Communicatie Team, ’s-Hertogenbosch
Photography: Dolph Cantrijn (cover, pp. 9, 11, 16, 17, 22, 26, 29, 33) Gerdien Paauw (pp. 6, 19, 24) Rene de Wit (pp. 35)
Publishing details
Tilburg University - Strategie 2014-2017
35
