FGGA 's Follow-up Strategy Plan 2026–2030: How are things going? ( Part 3)
As you know, the faculty is working on a new follow-up strategy with six themes. Each theme now has its own writing team. Every week we speak with one of these teams about their work, and share the highlights. On this page you can find the current article and an overview of all articles on the follow-up strategy. This weeks theme: Consolidation Strategy 2020–2025 led by Maarja Beerkens.
Which colleagues are part of your group?
We began with colleagues from Education and Research Policy within the Faculty Office. CPL and DPC have since joined. In the near future, we will involve the directors of education and programmes more broadly. Everyone is welcome to contribute ideas — whether they concern major ambitions or small suggestions.
Could you tell us something about the theme you are working on?
FGGA is a fast-growing and dynamic faculty with high ambitions. To realise these ambitions, it is important that we simultaneously ensure a steady course, calmness, and predictable, efficient processes. That is why we are taking a fresh look at the 2020–2025 strategy: examining what we will continue, where we can consolidate, and where sharper focus is needed. This covers a range of topics, from internationalisationand preparing students for the labour market to research support and lifelong learning. In addition, we are working on a clear division of tasks and effective collaboration between all bodies — from university, faculty, and institutes to student associations and societal partners.
How does your theme fit within the broader strategic development of the faculty?
As a faculty, we are known for our agility: processes run smoothly, communication lines are short, and much is possible. These qualities were also confirmed in the recent Institutional Quality Assurance Review. It is important that we maintain and further strengthen this capacity. At the same time, we too face the wider challenges within higher education. Financial pressures are increasing, for example due to the discontinuation of starter and incentive grants. Although our student numbers continue to grow — which is not self-evident everywhere — we are acutely aware of demographic decline. Moreover, the debates on internationalisation and concerns about workload affect us directly. In this context, it is essential to remain relevant and innovative. This requires an open attitude towards new opportunities and an efficient use of our resources. In this way, we can strengthen both our position and our organisation.
Do you expect many changes compared to the current situation?
My expectation is that this exercise will mainly bring greater calm, clarity, and quality for staff and students. Certain parts of the current strategy do require renewed attention. Lifelong Learning, for example, is becoming increasingly important; CPL and DPC are already doing excellent work here, but we need to define more clearly the priority and form we want to give this theme within FGGA. Visibility and recognition of the university in The Hague also remain key priorities, especially given the current challenges in higher education. FGGA is well positioned to continue growing in these areas.
Previously published articles
Strategic Growth, led by Koen Caminada
Click hereAI led by Niels Laurens
Click hereMore information about the follow-up strategy can be found here.
In the coming period, interviews with all the writing teams will be added and published on this site. Each will also be briefly highlighted in the newsletter.