Process

University College Roosevelt (UCR) is facing a range of interconnected challenges that threaten its long-term sustainability. With those challenges, however, come multiple opportunities.

1. Student Satisfaction and Enrollment
Student satisfaction has dropped significantly, with concerns about course availability, program organization, and academic advising. The new program aims to expand our course offering, refine the program structure and strengthen academic advising.

2. Financial State
Although UCR is currently solvent, projections indicate that operational deficits will continue to increase, potentially exhausting reserves by 2031. By acting now, there is an opportunity to proactively address these deficits.

3. 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. By rebalancing the employee composition UCR can create a more efficient and less hierarchical organization.

4. Curriculum and Teaching Methods
Despite some course updates, UCR’s disciplinary tracks have remained largely unchanged, making the college less competitive. By updating the curriculum UCR can strengthen its competitive edge and explore modern, interdisciplinary teaching methods. The renewed curriculum should also appeal to the modern student.

5. External Competition and Policy Changes
As competition from other Liberal Arts & Sciences Colleges and new national policies shape student recruitment, UCR can adapt by promoting our unique strengths. Throughout the transition UCR will continue to strengthen strategic partnerships to diversify our educational offerings.

6. Geographic Location
Although UCR operates in Middelburg, there are creative ways to foster closer collaboration with Utrecht University and other (local) institutions. UCR intends to share academic resources and build broader professional networks that will enrich the UCR community and broaden student opportunities.

7. Internal Culture and Governance
While UCR benefits from a dedicated faculty and staff, long-term institutional stability has at times resulted in stagnation. The new curriculum will motivate employees and student to be creative, think outside of the box and explore new connections.

8. Engagement with Local Partners
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. Joint ventures, research projects, and shared resources would offer UCR students hands-on learning experiences and promote community engagement.

9. Student Expectations
Many students enter UCR expecting a highly personalized, elite academic experience but are often disappointed by course limitations and a rigid curriculum. By refining course offerings and introducing greater flexibility within the new curriculum, UCR can deliver on its promise of a personalized, responsive, and embedded academic journey.

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.