Process

University College Roosevelt (UCR) is facing a range of interconnected challenges that threaten its long-term sustainability.

1. Declining Student Satisfaction and Enrollment
Student satisfaction has dropped significantly, with concerns about course availability, program organization, and academic advising.

2. Financial Instability
Although UCR is currently solvent, projections indicate that operational deficits will exceed €2 million annually by 2028, potentially exhausting reserves by 2031.

3. Inefficient Organizational Structure
The college employs a disproportionately high number of senior academic staff relative to its size, leading to significant salary costs and internal pay disparities.

4. Outdated Curriculum and Teaching Methods
Despite some course updates, UCR’s disciplinary tracks have remained largely unchanged, making the college less competitive.

5. External Competition and Policy Changes
UCR faces growing competition from other liberal arts colleges and traditional universities.  Moreover, new Dutch policies (such as Wet Internationalisering in Balans) may restrict the intake of international students, who currently make up more than two-thirds of UCR’s student body.

6. Geographic Isolation
Located in Middelburg, UCR operates independently from Utrecht University, limiting access to shared academic resources and professional networks.

7. Internal Cultural and Governance Challenges
While UCR benefits from a dedicated faculty and staff, long-term institutional stability has at times resulted in stagnation and resistance to change.

8. Limited Engagement with Local Partnerships
UCR has yet to fully leverage potential collaborations with local organizations, such as the Delta Climate Center, which could enhance its academic offerings and strengthen ties with the Zeeland region.

9. Mismatch Between Student Expectations and Reality
Many students enter UCR expecting a highly personalized, elite academic experience but are often disappointed by course limitations and a rigid curriculum.

Without significant structural, financial, and academic reforms, UCR’s ability to remain a competitive and sustainable institution in the changing higher education landscape will be increasingly at risk.

The reorganization and curriculum restructuring process at UCR was shaped through extensive stakeholder engagement and co-governance consultation. Key moments in the process are summarized below:

Initial Mandate and Planning (Summer– September 2024)
In early summer 2024, the interim Dean was appointed with the mandate to address UCR’s long-term viability, including financial stability and student satisfaction. On 28 August 2024, the Board of Trustees directed the Executive Board to develop a concrete financial viability plan by 2027. The Executive Board then collaborated with the Director of Education, Human Resources, Finance, and Recruitment to develop a draft plan, which was reviewed and approved by both the Board of Trustees and the Utrecht University Executive Board, allowing it to proceed to co-governance review.

Consultation with Employees and Students (October – December 2024)
Curriculum-related aspects of the plan were presented to key personnel, including the Director of Education, Personnel members of the Council and Program Committee, Heads of Academic Departments, Marketing and Recruitment staff, and selected faculty members. The presentation was made available on the intranet for all employees, inviting feedback and questions. Any further questions were addressed in a follow-up meeting. At the same time, student representatives (Council, Program Committee, Board of Studies, and Student Assessor) received the same presentation. Moreover, Town Halls were organized for students and employees to keep them up to date and allow for questions and input.

Formal Advisory Processes (November 2024 – January 2025)
The Program Committee received a formal request for advice on academic program changes and the Council was formally informed of UCR’s intent to reorganize. Furthermore, the Dean was tasked to develop a reorganization plan by January 2025. The Executive Board met with the Program Committee to answer questions and the Program Committee was requested to provide advice on the newly proposed curriculum. The Works Council was asked to provide advice on the reorganization plan, and options to consult with the Executive Board on a regular basis were available for both co-governance boards. Both boards submitted their advices.

Finalization and Decision Process (late January–February 2025)
UCR and the unions reached an agreement on the Social Plan for employees who are affected by the reorganization and this was put to a vote for union members. A draft decision document was shared with the Council. Every employee had a personal meeting where they were informed of the impact the reorganization had on their position. The decisions about the reorganization and the new curriculum were communicated publicly on February 20, 2025.

The new curriculum will come into effect as of Fall 2025. However, the implementation of the reorganization will start immediately. Individual arrangements will be made for students affected in Spring 2025. All students will be further informed during a Town Hall on February 28.

Clusters will be formed starting in March and in the summer the new curriculum will be developed. The new curriculum, new operational units and new positions come to effect in Fall 2025. Arrangements will be made for students who are affected in Fall 2025 and beyond, so that they can successfully complete the program to meet the requirements for master’s applications.