VUture
We must change, can change and continue to change.
February 2025
1 Conclusion of VUture and follow-up
Colleagues involved in the VUture improvement programme have spent two years working on optimising the internal organisation of VU Amsterdam.
In this document, you will read what results VUture has produced, how you can benefit from it, and what impact it could have. The programme has served as a catalyst for the necessary changes in and improvements to our operations. VUture has come to an end (in late January 2025), but continuous change has not.
We work in three phases
bullseye-arrow Concrete objective hourglass-start Curtailed time frame
Analysis phase (8 months) Jan-Aug ’23
circle-euro Adjustment
Staff Council recommendations (4 months) Sep-Dec ’23
End of programme
Design phase (11 months) Feb ’24-Jan ’25 Implementation phase From Feb ’25
From 9 problems to 50+ concrete results
9 problems and 20 solutions
Nine problems have been identified in the analysis phase, clustered into four categories. During the design phase, work went into resolving these problems. In the third phase (from February 2025), line management will be responsible for further implementation, as well as for the corresponding continuous improvement process, to ensure that VU Amsterdam remains agile in the future.
Change is difficult and does not just come about naturally. You and your colleagues have a role to play in all this. After all, we can only move forward by doing so together.
This calls for fresh attitudes and closer links, within your team and between the various service departments and faculties. So, try to actively engage with your colleagues to learn more about each other’s work and to see how we can jointly make VU Amsterdam even better.
We would like to thank the many colleagues who have shared their ideas and input with us in recent times. Let us continue to do this, so that together we can make VU Amsterdam an even better university.
From
To 50+ concrete results
To Together, we are making VU Amsterdam better
2 The mission of the VUture improvement programme
The mission from the Executive Board was to make VU Amsterdam structurally more agile and more flexible.
The 2 objectives The 9 problems
Specifically, the aim was to improve collaboration between faculties and service departments to enhance operational performance and to support the primary process, and to reduce bureaucracy and ease the regulatory burden. In the next section, you can read about the work that went into achieving these aims and what results have been produced.
The 5 working groups
Service provision
1 Mismatch between need for and provision of services
2 Too little thinking and management across service departments (chains)
Organising and structuring service provision differently
Identifying and resolving the most important ‘day-to-day annoyances’
I. Improving collaboration between faculties and service departments to benefit operations and support the primary
II. Reduction of bureaucracy, reporting and regulatory burden
3
Too little concrete translation from strategic priorities to actual practice, incl. follow-up
Management cycle
4 Too strong a focus on financial control and details in operational processes
Reduction of the reporting burden and restructuring the steering cycle
5 Inadequate availability of management information
Behaviour and skills
6 Certain attitudes and behaviour are sustaining the current situation
7 Insufficient future-proof skills and talent in certain areas
Investing in behaviour and skills in the field of leadership and applying the Art of Engagement
Mandates and roles
8 Overly slow and complicated decisionmaking processes
9 Unclear and inconsistently applied mandates, roles and responsibilities
Clarification of roles, mandates and responsibilities , organising university-wide bodies and their interaction more efficiently
3 Results from the VUture programme
The programme led to around fifty specific products and results and 19 recommendations for further action.
Results are the non-tangible outcomes that will bring about change, such as the scrapping of the periodic P10 reporting. We define products as the tangible outcomes, which we are pleased to make available to everyone at the university.
Here, you can find out what has been achieved by each working group. Click on the blue text in the column with products for click-through options to the delivered products that you can get started with.
Services
The problem
1. Mismatch between the need for and the provision of services
2. Too little thinking and management across the service departments (chains)
The mission
Improving the support of the primary process, with regard to:
A. Improving the connection between the need for services on the part of collective (faculties) and individual users and the supply of services (within set parameters).
B. Improving the coordination between service users and service provision (including parameters for standard and customised services)
C. Improving the control and coordination in relation to multi-unit services and end-toend chains, which will lead to fewer silos
D. Improving efficiency and effectiveness of service provision, including making services and their provision easy to find
1. Implementing guiding principles on service provision:
- Plan for embedding guiding principles
- Development and implementation of workshop
2. Services provided in one overview on ServiceNow, including one contact person (Q2 2025)
3. Integrated workflow for VUnet-ID
4. Making information about university-wide service provision easier to find
1. Improving the integrated management in operations, including the development agenda and making the demand side more uniform > Administration Office
2. Improving integrated workflow of VUnet ID, with decision trees and standard answers > IT
3. End-user navigation across the systems > C&M
4. Support in ServiceNow for new CRM application > C&M
5. New method for onboarding employees > HRM
6. Improved event support > FCO
1. Modification of meeting of directors of services: development agenda, rules and fixed agenda items
2. Six guiding principles for service provision
3. Overview of service needs from the perspective of the faculties
4. Overview of all integrated chains, including delegated owner
5. One format for one broad Products Services Portfolio (PDP)
6. Guide for collaboration on integrated service provision
7. Proposal for optimising onboarding
8. Collaboration network for organising events
9. Analysis and recommendations on the lack of space during events
10. Factsheets and tips and tricks during events for secretarial offices
The ‘Services’ working group has, partly in response to the needs of faculties, modified work processes so that the organisation of events and the onboarding of new employees will be improved. It has also worked on improving collaboration between the service departments themselves. To do this, the combined services and products have been identified, and one delegated ‘owner’ has been assigned per line.
Six guiding principles have been drawn up to improve the organisation and structure of service provision and operations. They will be implemented in uniform project management for operational projects. Furthermore, Communication and Marketing (C&M) have made it easier to find information about service provision on VU.nl, with plans in place to make more improvements in due course.
Daily Annoyances
The problem
Every day, colleagues encounter matters that could be done smarter, faster and more simply. They seem minor but they are structural. The working group had the task of a. identifying these problems and to have them resolved by the responsible team b. setting up a structural process for more effective identification and resolution of irritations.
chart-line Achieved results:
1. The realisationthat many bottlenecks are not attributable to lack of work agreements but to not working in accordance with existing agreements
2. Updates on resolving day-today annoyances published on vu.nl
3. 171 irritations put forward (20 resolved, around 90 still in process of being resolved). Improvements to VU.nl, procurement process and digitising attendance records will be followed up
4. List of annoyances passed on to units who are now responsible for resolving them
The mission
Reducing unnecessary loss of time, energy and money through tangible and specific improvements to university-wide operations and the everyday practice of as many colleagues as possible.
Recommendations:
1. Establishment of structural process of continuous improvement > IT
2. Follow-up on resolution of the day-to-day annoyances that have been identified > Relevant service director
Products:
1. Overview of 171 sources of annoyances, of which, around 110 have been resolved or are being addressed by the relevant service department. Unresolved annoyances have been brought to the notice of the relevant service department
2. Overview of identified annoyances, including their status.
3. Design work process for continuous improvement. including collaboration between service desks
4. Description of mission for the continuous improvement quartermaster
As part of the process of improving service provision, 171 structural ‘daily annoyances’ were identified. 100 have now been resolved or are part of department plan’s to resolve them in the future. Many annoyances concerned specific work processes of service departments that the notifier was unable to find. In collaboration with the relevant service departments and service desks, solutions have been created in terms of clear descriptions and findability on our service portal and via the new homepage and navigation on VU.nl. In 2025, there will also be improvements to how the content on VU.nl is managed. Many annoyances relate to software used (such as Microsoft Teams) that cannot easily be modified. In relation to this, people’s wishes regarding the development of systems have been reported to the relevant service departments. This
lead to tips to enable colleagues themselves to make Microsoft Teams and other software more user-friendly, to arrange HR matters with fewer clicks, to look for information (such as WBS numbers) more quickly using filters, using one system to notify servicedesks and communicate with them. For more examples, see the ‘monthly updates’ on VU.nl
In cases where annoyances could not be resolved, due to for example legal constraints, an explanation has been given why this is the case. In addition, the working group has, together with the Services working group, proposed structural changes for a process of continuous improvement that will help us identify and resolve structural irritations more quickly.
Steering cycle
The problem
1. Too little concrete translation from strategic priorities to actual practice and following up
2. Too strong a focus on financial control and accountability afterwards
3. Inadequate availability of management information
The mission
• Strengthening focus on strategy and objectives
• Strengthening coordination between faculties and service departments
• Improving accessibility to management information
• Restricting regulatory burden and bureaucracy of the cycle
chart-line Achieved results: hand-point-up Recommendations:
1. Institutional Plans (IP) linked to cycle by:
- Introduction of SO in the spring - Recommendation to translate IP to objectives and indicators, dashboards
2. Framework memorandum (Dutch: Kadernota) brought forward with clearer parameters for annual plans
3. Reporting burden limited by automating format
4. P10 reporting discontinued
5. Strategic consultation as the start of the framework memorandum and annual plan process.
6. Operational management policy tools process modified (linked to VUture)
7. Limits for accelerated investment applications raised for faculties Sciences, FCO and IT from September ’25 (linked to VUture)
8. Improving the accessibility of management information
1. Implementation of design and continued development of new management cycle > FIN
2. Improving the use of university-wide management information > FIN
1. Design new steering cycle incl. coordination of annual plans (from 2025)
2. New format for periodic reports
3. New format for annual plan for faculties and annual plan for service departments
4. Q1 2025: up-to-date overview of management information for budget holders and managers
5. Recommendation for further improvement in the use of VU data, in collaboration with the Business Intelligence team and Education Analytics
The ‘Steering cycle’ working group has designed a new steering cycle that will allow better coordination between faculties and service departments of strategic priorities and how they are translated into practice. By coordinating matters in a timely manner in relation to the annual plans, and to the provision and demand for services, we will ensure the best possible collaboration and support of our core tasks. The working group has also addressed the timing and content of the periodic reports and the format for the annual plan. The periodic P10 reporting has been scrapped. Dashboards have, and will continue to be developed for teaching, research, impact and valorisation, and operations, and will play a part in improving the accessibility of management information and in improving usability of the formats.
Finally, in the first quarter of 2025, the working group will present a current overview of management information systems for all budget holders and managers. In due course you will be able to see - at a single glance - what systems you can use for which task, and whom to contact if you encounter any problems with a system.
Mandates, roles and responsibilities
The problem
1. Unclear and inconsistently applied mandates, roles and responsibilities
2. Overly slow and complicated decision-making processes
The mission
• Accelerating and simplifying the university-wide decisionmaking process (without compromising quality)
• Reducing the time spent in meetings (without compromising quality)
• Assigning mandates lower in the organisation
chart-line Achieved results: hand-point-up Recommendations: screwdriver-wrench Products:
1. Executive Board has made the decision about the policy process and the roles of the university-wide advisory consultation bodies
2. The first Strategic Meeting, in which the priorities were proposed, has taken place
3. Executive Board accepted recommendation on universitywide steering groups
1. Improving collaboration university-wide advisory consultation bodies, including design of new decision-making process > Administration Office
2. Reintroduction of Strategic Meeting > Administration Office
3. Improve work on universitywide steering groups > Administration Office
4. Onboarding of members of university-wide advisory consultation bodies > Administration Office
5. Translating VUture decisions to the regulations > Administration Office
6 Recommendation: to lower mandates in faculties > Administration Office*
7. Implementation of the design of faculty model (adopting regulations) > Administration Office*
* vergt eerst een inhoudelijke richting/keuze van het CvB voordat het wordt overgedragen. Wordt separaat aan het CvB voorgelegd
The ‘Mandates, Roles and Responsibilities’ working group has focused on clarifying who is responsible for what. For example, it has created a design for improved collaboration between the university advisory bodies and made a proposal to better prepare their members for their roles. The various roles of the relevant parties in the policy process, such as contractor and contracting party, have also been clarified. This makes sure there are less ‘polder-model consultations and decisions’, re-opening of discussions on decisions that have already been taken, and will lead to more incisive recommendations and advice. VU Amsterdam has more than 50 steering groups that do not always function as such. The
1. Diagram of new policyformation process
working group has issued a recommendation on how to work with steering groups, which will help reduce administrative burden.
One of the objectives was to invest mandates at a lower level to make management at every level of the university effective. The faculty departments are the heart of teaching, research and valorisation. A recommendation has been issued to make the departments more robust and to give them greater mandates.
Behaviour and skills
The problem
1. Certain attitudes and behaviour are sustaining the challenges that have been identified
2. Insufficient futureproof skills and talent in certain areas
The mission
Improving employees’ and managers’ personal leadership by encouraging professional behaviour and improving interactive and leadership skills
Four projects for changing behaviour and skills are available at the university:
1. Making personal leadership (Art of Engagement, AOE) applicable in teams by raising the topic of mutual cooperation in teams
2. Developing a cohesive development path with compulsory management courses at all four management levels
3. Developing a compulsory onboarding module for new employees on how to conduct themselves at the university
4. Improving the annual interviews (dropped due to capacity and resource-related priorities)
chart-line Achieved results:
1. TeamUp workshop (with AOE) is available to all teams, including campaign
2. Up-to-date and detailed VU.nl page on collaboration, team development and the role of AOE
3. AOE embedded in the most popular existing courses (including Educational Leadership, Senior Teaching Qualification, LM)
4. Onboarding video ‘warm welcome’, sent to every new employee in 2025
5. In 2025, a management course will be available to managers at every level, including making management courses to conditional
6. Management level can be registered in SuccessFactors and can be used in reporting
7. Pilot conversational skills course successfully completed. Training course will be part of structural options.
1. TeamUp workshop, TeamUp campaign and VU.nl‘Collaboration’ page > HRM
2. Implementation of onboarding video, ‘warm welcome’ > HRM
3. Creation and implementation of courses for strategicand faculty board level management > HRM
4. Decision-making procedure and implementation of up-todate managememt framework, including making courses for managers conditional > HRM
1. AOE guideline available to other programmes and learning situations
2. Design and realisation of development path for managers
3. Design and planning for strategic management course
3. Updated management framework (from 2025) including conditionality
The Art of Engagement (AOE) principles form an important guideline on how we work and collaborate at VU Amsterdam. They have been translated into practical use with the help of the TeamUp workshop and campaign. Would you and your team like to use the AOE principes to collaborate more effectively? Then sign your team up now. The AOE principles have also been embedded in several other training courses for managers.
A detailed page entitled ‘Collaboration’ has been created on VU.nl, featuring specific examples, dilemmas and tips for teams to develop their skills in this area. A useful ‘Management Development Path’ has also been devised for managers, with a
training course for every management level on developing management skills and insights. The management framework has been brought up to date, and a proposal will be made in 2025 on making all basic management training courses in the framework conditional or compulsory for managers. In the SuccessFactors digital personnel system, the finishing touches are currently being put to the functionality that can be used to register the level at which each manager exercises his or her function. This will make training and personnel planning more effective. Finally, an onboarding video is being prepared (will be ready in Q1 2025) in which new employees are given a warm welcome at the university and learn about VU Amsterdam’s values.
hand-point-up Recommendations:
screwdriver-wrench Products:
4 What impact will VUture have?
Change does not happen overnight; it requires patience. We, the university, are therefore not done with the mission to change. In view of the changes taking place all around us, we perhaps never will. As a university, we must change, we can change, and we will continue to change.
VUture has served as a catalyst for improving our operations. The effect of this will largely only be visible in the future and its impact can mostly be grasped in qualitative terms. Examples that come to mind are improving systems, making work processes easier, and reducing bureaucratic burdens, which help lessen irritation, stress and workloads. Another is improving collaborative methods by means of the TeamUp workshop, for instance, which helps make collaboration more efficient, leading in turn to greater motivation and enjoyment from work. Many colleagues contributed towards and helped shape the movement for change, such as those on the VUture panel, at walk-in sessions and in focus groups. As a result, colleagues said they had gained a greater understanding of what goes on at VU Amsterdam, a clearer picture of their colleagues’ work, and felt more closely involved with the university. Together, we have set the movement for change in motion and that in itself is a pleasing result. You can find a more detailed version of these effects in the VUture final memo (in Dutch)
Besides a qualitative interpretation of the effect of VUture, we can give an indication of its potential quantitative impact. A few concise examples are shown below.
• Better onboarding of new employees
In 2022 and 2023, an average of around 900 new employees and 1,000 teaching assistants were onboarded. Effective onboarding ensures that new employees can settle into their new positions more quickly and familiarise themselves with VU Amsterdam’s systems, processes and work methods, so that they can work more efficiently. It is estimated that around 50% of new employees experience a delayed start. Let us take just the 900 new employees – excluding the teaching assistants – and assume they are employed on a 0.6 FTE basis. This translates to 270 FTE. Let us then assume that half receive prompt and effective onboarding so that, over the course of their entire careers at VU Amsterdam, they spend five working days less on getting started and finding out how things work. This results in a potential saving of 10,800 hours or 7 FTE, assuming a net number of hours worked of 1,659 per year (based on the 20242025 Collective Labour Agreement for Higher Education; with an average gross salary per FTE of €100K, this corresponds to a potential saving of €651K per year), as well as reducing the pressure of work on the service desks and a more positive onboarding experience for new employees.
• Better support of organising events through improved collaboration across the chain
Every year, we organise around 900 events at VU Amsterdam. Improved collaboration across this chain during these events can lead to efficiency and therefore to savings. Moreover, we can save costs by internally hosting events that are currently organised somewhere else. Collaboration across the chain in this regard would also create greater work enjoyment through better communication and teamwork, reduces work pressure, and would improve VU Amsterdam’s reputation.
• Digitising attendance records
Around 4,500 examinations are held at VU Amsterdam every year. Work is underway on digitising people’s attendance. A reduction of ten minutes per exam would mean a potential saving of 18 FTE.
• Improving the procurement process across the university (under the direction of the Finance Department)
Around 48% of all purchase orders are placed outside the VU Amsterdam procurement system. That equates to about 40,000 invoices per year that must be filed into the system manually. Improving our purchasing process has a saving potential of 10 to 15 million euros.
• Better and more efficient collaboration within teams
When teams work more efficiently a lot of time can be saved. The new TeamUp workshop provides concrete tips in this area for every team. There are about 1,200 teams at VU Amsterdam. Suppose that each team consists of two unique members. That amounts to a total of 2,400 unique individuals. Let us also suppose they achieve savings of ten hours per person by working together more effectively. This results in a potential saving of 14,400 hours which, assuming a net number of hours worked of 1,659 per year (based on the 2024-2025 Collective Labour Agreement for Higher Education), equates to 9 FTE; with an average gross salary per FTE of €100K, this corresponds to a potential saving of €868K.
• Reducing the regulatory burden
The steering cycle has been made more efficient regarding the formats of the annual plan and the P6 and P8 reports, among other things. The P10 periodic reporting has been scrapped, which will save us around 27 days. The VU Amsterdam annual report has been shortened by 20% and the Executive Board is curtailing its own meetings, which will lead to a 160 hour-reduction of time spent in meetings each year. C&M has abolished the annual VU review. This will yield an annual saving of €40,000.
5 Together, we are making VU Amsterdam better
The Executive Board has commissioned, and has the final responsibility for, the VUture programme. The VUture programme team has carried out the improvement mission. Obviously, it has not done so alone. In various ways, they have worked in partnership with colleagues from all parts of the university. An overview of everyone who has been involved can be found in the final VUture memo (in Dutch).
The solutions chosen from phase 1 have been set out in further detail by five working groups. To this end they worked with many colleagues as end-users and experts from faculties and service departments alike. Using the Art of Engagement principles, they focused on the bigger pictures rather than on details, and not everyone was always involved. They started small and expanded as they progressed.
A VUture panel with colleagues from the entire organisation tested VUture ideas. The rest of the organisation was regularly informed about the progress through various channels (including the VU-zine, the VUture newsletter and walk-in sessions).
link You can find all the information about VUture on VU.nl/vuture
VUture panel member Elles Bandringa of the Department of Organisation Science shares her experiences:
“I found it very valuable to take a look beyond my own department and unit for once. Your daily focus generally lies on the work you and your colleagues do. Because of my involvement with VUture, I have learned a great deal about the complexity of such a large organisation. I now understand why some processes are so complicated and why it takes so long before you can modify them. This is the case with both the theoretical side of analysis and decision-making and with concrete practical implementation. I now feel – as it were – more of a part of the whole VU organisation.”
Other VU improvements in the spotlight
Every day there are more and more colleagues working on making VU Amsterdam even better. We do not often share good examples or useful experiences with each other. That is why VUture has introduced ‘Together, we are making VU Amsterdam better’.
Through this webpage, we are sharing best practices in our operations from outside VUture. Every month we have put one ‘Improvement example in the spotlight’.
6 Next steps
However, the mission is not completed yet.
From January 2025, the organisation as a whole will be responsible for the further implementation of the solutions provided. This is an exciting phase, given the adjustments and high work pressure in our organisation. To ensure the success of this phase, the following measures have been taken:
• There will be a smooth transfer, in which those who will be implementing the recommendations and solutions have been involved in devising them.
• Decision-making will be clear, as will the roles of the commissioning party and those carrying out the mission.
• The transfer to the responsible team and unit, including all relevant information, will be clear.
• The leaders of the working groups and the VUture programme team will assist with the transfer, on request.
• There will be effective coordination among the service directors, the Operational Team and the Executive Board.
• Important stakeholders will be informed about the next steps and their role.
What can you do to help VU Amsterdam to keep improving?
You can get started right away with the products provided. You will find them via the clickable ‘products’ for each working group in chapter 3. You can also discuss ideas for improvements with your team manager or department head at any time.
7 Recommendations for the future
Change is difficult. That is certainly true of a large and complex organisation like VU Amsterdam. Moreover, the university benefits from stability. On top of that, colleagues generally spend a long time at VU Amsterdam, which means that positions and roles are often filled by the same people for a long time.
So change does not take place naturally. You have to initiate, organise and facilitate it. That means investing in time, people and resources in order to be able to respond to changes, carry out improvements and innovate. At the same time, we advise investing in enhancing the effectiveness and power of employees to act, and in expanding change-related knowledge and expertise, effectiveness, and project management at VU Amsterdam. There are frequently enough ideas for improvements, but people do not know how to carry them out. In other words, we at VUture advise VU Amsterdam to:
1. Invest in ‘new behaviour’ and create the scope for growth and personal leadership
2. Strengthen integrated management in the university’s operations
3. Devote more attention to the implementation and monitoring of decisions and agreements
4. Actively pursue a more incisive policy process, with clear roles, such as contracting party and contractor
5. Increase the university’s capacity to change and capacity to act
6. Continue to share good examples and best practices
And do everything together. We have already seen so many outstanding examples of improvements internally. And we have every confidence that VU Amsterdam will become more effective, more agile and more future-proof, thanks in part to the solutions and recommendations offered by VUture.
link For a more detailed account of the VUture programme, see the final memo (in Dutch).
8 Summary of VUture programme
Analysis phase - 8 months Jan ’23 – Aug ’23
bullseye-arrow Objectives
• Improving collaboration between faculties and service departments to benefit operations and support the primary process
• Reduction of bureaucracy, reporting and regulatory burden
wrench Method
• 1,700 colleagues involved
• 15 walk-in sessions
• 70 VU-zine messages + 7 newsletters
• 45 information sessions
Method:
• Use of Art of Engagement
• Not everyone is involved in everything
• Daring to take risks and not being afraid to make mistakes
• Working based on trust and respect for each other’s role and position
• Start small and expand as you proceed
• Open and transparent
Design phase - 11 months Feb ’24 – Dec ’24
triangle-exclamation Problems
Services
• Mismatch between the need for and the provision of services
• Too little thinking and management across the service departments (chains)
Daily Annoyances
• Irritations about daily structural matters that could be done smarter, faster and more simply
Steering cycle
• Too little concrete translation from strategic priorities to actual practice and following up
• Too strong a focus on financial control and accountability afterwards
• Inadequate availability of management information
Mandates, roles and responsibilities
• Unclear and inconsistently applied mandates, roles and responsibilities
• Overly slow and complicated decision-making processes
Behaviour and skills
• Certain attitudes and behaviour sustain current challenges that have been identified
• Insufficient future-proof skills and talent in certain areas
Implementation phase From Jan ’25
• Better structure and organisation of service provision, including collaboration between service departments (e.g. for the organisation of events), improved collaboration between service desks (including smooth transfers) and onboarding of new employees
• Easier to find information about service provision and navigating on VU.nl
• Establishing process of continuous improvement for structural detection and resolution of problems in operations
• Better coordination between faculties and service departments of strategic priorities and how they are translated into practice
• Working on a joint development agenda for operations by faculties and service departments
• Lessening regulatory and reporting burdens by reducing reports and simplifying formats
• Better use of university-wide data
• Better collaboration between university-wide bodies to produce better recommendations and decision-making and to reduce ‘polder-model’ consultations
• Better collaboration of faculty departments within and between faculties and place mandates at a lower level
• Improving collaboration in teams within and between units
Administration Office:
• Improving the integrated management in operations, including the development agenda and making the demand side more uniform, and learning how to work with university-wide steering groups
• Recommendation on implementation of the faculty model
• Improving collaboration among university-wide advisory bodies, including new design of the policy formation process and reintroduction of the Strategic Meeting.
• Onboarding of new members of university-wide advisory bodies
• Translation of VUture decisions into the VU Amsterdam management regulations
IT:
• Improving the integrated workflow of VUnet ID, with decision trees and standard answers
• Establishment of structural process of continuous improvement in operations
• Follow-up on daily annoyances that have been identified (relevant service director)
HR & HSE:
• New method for onboarding employees
• Onboarding video ‘warm welcome’
• Development courses Strategic and faculty board level management
• TeamUp workshop, TeamUp campaign, and website page ‘Collaboration’
• Up-to-date management framework, including making courses for managers conditional
FCO:
• Organising (online) events
C&M:
• End-user navigation across the systems
• Support in ServiceNow for new CRM application
Finance:
• Implementing and continued development of the new steering cycle
• Improving the use of university-wide management information