Step by Step to the Future: A Conversation Between Two Deans
As one prepares for the final sprint, the other stands ready at the starting blocks: in just a few weeks, Dean Mark Rutgers will pass the baton to his successor, Henk te Velde. In the meantime, both are working hard to ensure a smooth transition to a new faculty leadership. Henk is already regularly joining meetings alongside Mark, and introductory meetings are planned to give him a solid start in his new role. Incidentally, Mark and Henk are by no means strangers—they have taught together for two years. In this discussion, the outgoing and incoming deans reflect on the transition period and what lies ahead for the new Faculty Board.
The Faculty Board recently presented a new plan for educational reforms. How do you look back on this process?
Mark: ‘Over the past period, we have seen an incredible amount of energy and commitment from programmes and programme chairs to collaborate more and significantly reduce the number of courses. Thanks to their efforts, we as the Faculty Board have been able to propose less drastic changes to the curriculum compared to our initial plans in autumn 2024. Our aim has been to align as much as possible with the recommendations of the programme chairs. On the one hand, I am relieved that we are presenting a less far-reaching proposal, but on the other, I realise that even these revised plans bring difficult news for some programmes and colleagues. As a Faculty Board, we truly regret that.’
‘That said, we are not out of the woods yet. The final financial calculations are still in progress, and the looming government budget cuts remain a major uncertainty. It’s important to remember that the planned reductions in the faculty budget are separate from the nationwide cuts to higher education announced by the government. There are still significant challenges ahead.’
Henk: ‘The proposed restructuring of our education portfolio is a crucial step. Ideally, we would have all the relevant data available: a precise understanding of the impact of each measure and the exact financial shortfall over the coming years. We could then make one definitive decision that we could be confident would prepare us well for the future. Unfortunately, that is not the reality we are facing. Despite all the uncertainties, at some point we have to take a step forward—no matter how difficult it is and how painful it may be for those affected. By taking a step-by-step approach and continuously assessing what is needed now based on up-to-date information, we can make sure our measures are both necessary and feasible. However, this approach does come with drawbacks: it can create uncertainty about the overall strategy, and it means we will remain in a period of financial uncertainty for longer. In the meantime, we have to make the most of this time by working closely with programmes, the faculty office, and the Executive Board to improve efficiency, reduce costs, and—above all—build a future-proof faculty.’
What is the biggest challenge ahead?
Mark: ‘Making decisions that have broad support within the academic community is, in my view, the biggest challenge. Naturally, we want to listen to everyone and consider all the various perspectives. At the same time, we are facing time constraints, as implementing changes—especially in the education portfolio—takes time, while our financial situation is urgent. Over the past months, this process has not always been seamless, and I will certainly pass on the lessons learned to my successor.’
Henk: ‘I fully agree with Mark that consultation is crucial. When people feel heard and know their opinions matter, they remain engaged, and we can achieve more by all working together. I support the current approach of sharing information as transparently as possible, even when plans are not yet finalised. This transparency generates discussions and feedback that help shape the final decisions. At times, disagreement is necessary to move forward.’
‘We have formal structures in place for consultation. Programme committees are involved, and the Faculty Council is playing an even more significant role than usual. However, I also believe it is essential to encourage informal channels of feedback beyond these formal bodies, ensuring we receive continuous input from all stakeholders. This is a key responsibility of the Faculty Board. If we are aiming to create a future-proof faculty, it is crucial that all professionals within our faculty have a voice.’
What is your vision for the future of the faculty?
Henk: ‘For me, the future of the Faculty of Humanities rests on three pillars. First and foremost, it begins with our students. We are primarily an educational institution, and our future planning must ensure we remain an engaging and challenging learning environment that prepares students for the world ahead.’
‘Second, research is at the core of our identity. Almost every lecturer is also a researcher, and the reputation of our university—both within and beyond the Netherlands—stems from the significant research we conduct. Maintaining and strengthening our internationally recognised research areas, including our expertise in unica, is essential.’
‘Third, we play a vital role in society. We have a certain responsibility to offer programmes that align with societal needs. I am thinking of language studies, so that we can sustain the pipeline for teacher training in school languages like French and German.’
Mark: ‘That’s a vision I fully support. At the same time, we have to recognise that we will need to achieve this in the future with fewer people. Our faculty’s mission remains unchanged, meaning we will need to make difficult decisions about what we continue and what we discontinue. Finding the right balance between maintaining our broad, global expertise in education and research while upholding quality and working within our financial constraints is a complex challenge. I sincerely wish the new Faculty Board wisdom and ingenuity in navigating this path. In my final weeks as dean, I will continue to work towards achieving these goals. Beyond that, I have every confidence in my successor to lead the faculty towards a strong and sustainable future.’