Section 7 Finances

For several years, the financial context in which Erasmus University (EUR) operates has been characterised by increasing student numbers, significant dependence on the first funding flow, versus substantial investments in the areas of real estate and sustainability. Also, further digitalisation in education and research requires significant investment from all disciplines. This is also the reason why financial pressures have increased in recent years. In the longer term, it is still a challenge to keep the workload in order, to keep EUR financially healthy, and at the same time to continue to meet all quality and sustainability requirements. The additional funds under the administrative agreement that will largely be deployed with effect from 2023 should however help to contribute significantly to reducing the workload and to increasing blue sky research. 

The 2022 financial statements show a substantial positive deviation from the budget and from the actuals in the previous year. This result was driven by several non-recurring factors, including the use of NPO funds, delays in investments for accommodation and unspent strategic funds. In addition, this result is due to a number of structural features of the financial dynamics in higher education and especially in universities. Erasmus University, as a young university, has a unique position in this regard. 

That EUR nevertheless shows a positive result is mainly due to two features. First, the university sector is conservative when it comes to spending money. Action will be taken if it becomes clear that budget will actually become available. This in itself is a good attribute. However, when combined with the second attribute, it leads to the financial result as currently reported. For the university, the most important ‘asset’ for performing work is high-quality staff. Such people are always hard to find within academia, and this is even more true in the current market situation. Because it is difficult to recruit staff, temporary staff are hired. Consequently, projects for which budget is reserved are generally starting later, resulting in an underspend. Temporary staff are hired, but this can only solve a problem temporarily. Moreover, this can generally only be done without loss of quality in the support functions and not within the scientific staff. The workload is therefore increasing. Part of the budget is of one-off nature. This deters faculties from appointing structural staff. From 2023, additional funds under the administrative agreement are used, in part, to reduce the workload.

The table with the normalised result shows an underspend in using the strategic funds, as well as delays in investments in premises and digitalisation. The underspend is attributable to understaffing at the organisational units. Due to difficulties in filling vacancies, the available funds were not fully spent 2022.

Expenses relative to the 2021 actuals

• ‘Personnel expenses’ as a whole increased by € 27.6 million in 2022. This was due to the wage increase under the CLA from mid-2022 accounted for in the ‘Personnel expenses of staff on payroll’ and an increase of the workforce by 151 FTEs. The € 5.8 million increase was attributable to ‘Staff not on payroll’. This was partly due to the impossibility of filling vacancies owing to the tight labour market. 
• ‘Other expenses’ were up € 27.4 million in 2022. They rose because of increases in ‘Travel and lodging expenses’ (€ 9.9 million) and ‘Outsourced work’ (€ 5.4 million). The increase in ‘Travel and lodging expenses’ reflects the resumption in 2022 of the pre-COVID-19 activities. The reason for the increase in ‘Outsourced work’ is the outsourcing of administrative activities and laboratory research for projects at the Faculty of Medicine and Health Sciences. 

The ‘Third-party share of the result’ concerns Erasmus MC’s share of the result from education and research activities. This result was € 5.5 million in 2022. In 2022, the result decreased by € 10.5 million compared with 2021 because of the greater number of unexpected incidents in 2021 (including the partial sale, NPO funds, royalties and project income) occurring at the Faculty of Medicine and Health Sciences.

Balance sheet and cash flows

In 2022, EUR’s total assets increased by € 48.9 million to € 466.3 million (2021: € 417.4 million). 

Assets relative to the 2021 actuals

‘Tangible fixed assets’ increased by € 27.0 million to € 297.6 million in 2022. The increase was attributable to the investments in accommodation and for fixtures & fittings and equipment. Two new buildings were completed in 2022, the ‘Sportgebouw’ sports building and ‘Langeveld’.

 The increase in ‘Cash and cash equivalents’ in 2022 related primarily to funds received under the administrative agreement that have not yet been spent. This item will decrease in the future in connection with the expected investments in premises and digitalisation. The liquidity position remains positive. 

Liabilities in relation to the 2021 actuals 

‘Equity’ increased by € 11.7 million due to the addition of the result for 2022. ‘Current liabilities’ increased as a result of the additional funds received under the administrative agreement and were largely accounted for as ‘Advance State contribution received’ in the balance sheet. This reflected an increase of € 13.0 million for an unallocated, non-normative State contribution for a part of the sector plans, starting grants and incentive grants and NPO.

Development of solvency

Solvency is a measure of the extent to which EUR is able to meet its obligations. At year-end 2022, the solvency ratio was 54.3%. The multi-year balance sheet indicates solvency for EUR of around 55% in the years ahead. The Education Inspectorate’s signalling value for solvency is 30%. 

Development of liquidity 

The current ratio at year-end was 0.80. The absolute level of cash and cash equivalents, of € 127.8 million (as at year-end 2022), reflects a favourable position. 

The multi-year outlook (see also the going concern paragraph) shows that EUR is expected to end up below the adjusted signalling value of 0.75 in the coming years. The current ratio is expected to decrease from 0.57 to 0.38 between 2023 and 2025, and subsequently to rise again. The absolute amount of cash and cash equivalents decreased by € 81.3 million between 2022 and 2023. This was due to the fact that as of 2023, the budgeted amount of cash and cash equivalents is recognised. This does not take into account the realised amount of cash and cash equivalents in 2022, which was € 62.8 million above the budget for 2022. 

Internally, EUR applies a signalling value of 0.5. The existing policies that EUR applies in the financial area are demonstrably appropriate, consistent and reliable, something that is endorsed by external stakeholders, such as the Education Inspectorate. Therefore, EUR has chosen to continue its current policy and to applies the old signalling limit of 0.50. This means that EUR refrains from taking measures to bring the ratio to a level in the direction of the new signalling limit of 0.75, such as increasing the result or attracting additional bank financing. This decision has been made, among other reasons, because such measures sometimes come at the expense of the primary process.

In addition, higher equity is not desirable from an operating perspective nor socially desirable and is not in line with the policy of the Ministry of Education, Culture and Science (OC&W) with regard to the development of universities’ equity. 

The Education Inspectorate has still not explained what the substantive reasons are for increasing the liquidity ratio. Within the framework of Universities of the Netherlands, a request has been made to the Inspectorate, based on the same substantive arguments as put forward by EUR, to create a ‘Very Large’ category applying to all universities that are members of Universities of the Netherlands (UNL) so as to restore the liquidity ratio to 0.5. We have been informed that the Inspectorate will respond to this proposal in July 2023. 

The current ratio and the absolute level of the cash and cash equivalents will continue to be monitored as part of the regular planning and control cycle. An update of the Treasury Statute is planned for 2023. 

Signalling value for potentially excessive public equity 

As at year-end 2022, EUR’s actual equity (public portion of equity) amounted to € 184 million. The normative equity for EUR as at year-end 2022 is € 300 million. The public equity therefore does not exceed the signalling value for potentially excessive public equity of educational institutions.

Administrative agreement

In mid-2022, the Netherlands Association of Universities of Applied Sciences, Universities of the Netherlands and the Minister of Education, Culture and Science signed an administrative agreement. Under the agreement, each party will  contribute to further jointly strengthening the system of higher education and science, thus creating scope for a range of talents and consequently enhancing societal impact. 

The administrative agreement focuses on reducing the workload, internationalisation, blue sky research, profiling & cooperation, talent development, equality of opportunity & student well-being, increasing educational quality, social safety & inclusion. In 2022, funds became available in the form of starting grants, incentive grants and sector plans. 

Starting and incentive grants 

At the end of 2022, we as a university received starting and incentive grants, among other things. Starting and incentive grants are new instruments designed to ensure greater stability and predictability of the research funding of universities and University Medical Centres. These are non-competitive funds. These funds are targeted at: stimulating blue sky research and reducing workload, competition pressure and application pressure. In 2022, € 7.3 million was received for starting grants and € 4.5 million for incentive grants. From 2023, we receive € 22.5 million for starting grants and € 12.9 million for incentive grants annually. 

Over the past few months, EUR has developed policy for the use of these funds. With a view to use the funds efficiently and on the basis of uniform policy, it was decided not to utilise the funds in 2022, but from 2023. 

Sector plans

In 2022, we received a first tranche (€ 4.3 million) for the sector plans from the Ministry of Education, Culture and Science. The decision on the award of subsequent tranches was taken early in 2023. EUR is awaiting the announcement on this by the Minister of OC&W. These sector plans are intended to ensure expansion of capacity, greater scope for training, recruiting and retaining academic talent, i.e. more permanent contracts (which contributes to reducing workload), improved cohesion between education and research and joint incisive decisions on allocation of tasks/profiling and cooperation between universities. Accordingly, sector plans are an effective instrument for (1) a strong and properly organised basis for research and education  and (2) more cooperation and profiling in research and education; this will strengthen the international competitive position of Dutch research. 

In 2022, the sector plans Social Sciences and Humanities (SSH) and sector plan Medical were implemented. The available funds amount to € 4.3 million. This amount was allocated in full to faculties. The use of the funds represents 71% of the budget allocated in line with the table below.

SSH sector plan

The SSH sector plan is targeted at investing in a sustainable and interdisciplinary basis for scientific research and education in relation to complex social problems and at strengthening social resilience. The appointment of additional permanent assistant professors (UDs) is an important element in attaining the objectives. Within our university, the sector plans regarding the themes below were implemented:

• Social and behavioural sciences, particularly strengthening educational sciences and the teacher training programmes and lab facilities; 
• Humanities: especially the connection between research and society: human Artificial Intelligence (AI) and Cultural Heritage & Identity; 
• Social Sciences and Humanities: particularly strengthening educational sciences and the teacher training programmes. 

The funds were spent in 2022 on the appointment of new assistant professors (UDs), postdocs and the promotion of current assistant professors to associate professor (UHD). In addition, investments were made in the Erasmus Behavioural Lab and Coordinators. The funds were fully spent within most faculties. 

The underspend at Social Sciences and Social and Behavioural Sciences is mainly attributable to the later start of the execution of the sector plans, as a result of which the appointment of staff also took place later in the year. These funds are expected to be used in 2023. 

Medical sector plan

The sector plan Medicine and Health Sciences “Accelerating on health” started in July 2022. Jointly with ESHPM, Erasmus MC formulated multi-year plans for deploying the sector funds to resolve bottlenecks in the areas of Prevention, Data-driven research and in the translation of fundamental knowledge to applications in practice. The first steps for these plans were taken in 2022. In the area of prevention, for example, a start was made on developing software applications to implement the new methodological developments in practice and to apply them as proof of principle in a scientific study. In the field of data-driven research, structural manpower was targeted for (more) structured data collection and management, including harmonisation within and outside the region and between existing cohorts. In addition, progress was made on setting up fast track innovation centers for the implementation of AI within the Erasmus MC. To improve the translation of fundamental knowledge to clinical practice, the (further) building up of multidisciplinary research groups and improved facilitation of this research within the Core Facilities were pursued in 2022. Education is an important and integral part of the sector plan and bottlenecks are also being addressed in this field, within the defined areas. The sector funds are used, for instance, to better integrate prevention programmes and technological developments in the curriculum of the medical degree programmes.

EUR conducts financial policy that has an impact on its future financial position. Global developments in relation to the climate and politics, as well as developments in investments and in our financial position have contributed to the changes in EUR’s operating result. This section provides insight into the multi-year budget, which was approved by the Supervisory Board on 12 December 2022.

 In the 2021 annual report, EUR reported on the relatively low fixed base that it receives, compared with other (general) universities in the Netherlands. This results in lower funding per student. This is attributable to the measures that were implemented after introducing the recommendations of the report by the Van Rijn Committee. In 2022, an adjustment was made in response to this change of € 7.2 million in 2022 (€ 14.4 on a recurring basis) in the form of starting grants. This has been incorporated in the multi-year budget. 

Economic climate 

The war in Ukraine that started in early 2022 has an impact on students and researchers with Ukrainian origins that are studying at EUR. The intake of Ukrainian students in the 2022/2023 academic year was 106. The tuition fees for this group of students were reduced to the statutory tuition fees in 2022-2023. Besides the personal impact, the war and the ensuing sanctions imposed on Russia and Belarus are also impacting the economic climate. In 2022, inflation reached its highest level since 1975. This leads to high prices for energy, construction costs and higher costs for purchases of goods and services. The labour market remained tight in 2022, resulting in higher personnel expenses and further increases in workload. 

Political climate

 In November 2022, the Dutch House of Representatives passed a motion asking for the active recruitment of international students to cease until a new law is in place to restrict the intake. In addition, a motion was passed to manage the flow of international students. The higher intake in recent years of international students increases pressure within the education system, both on available study places and on workload for academic staff. Both measures impact the intake of international students at EUR.

Besides the developments in the political and economic climate, the development of our meteorological climate plays an important role in the decisions made and the policy conducted by EUR. Demonstrations by staff and students took place on the campus at the end of 2022 and the start of 2023. The participants expressed their concerns about the wellbeing of staff and the climate. The Executive Board has emphasised that the objective is that EUR’s education, research and operations on balance have a positive impact on the climate and ecosystems. The Executive Board has stepped up its sustainable ambitions and also announced these in a public statement. 

CLA negotiations

The current CLA of Dutch Universities expires on 31 March 2023. The consultations between the employer organisations and the Universities of the Netherlands are taking place in the first months of 2023. In view of current inflation, which will be discussed below in this section, an above-average wage increase is expected. A 2.6% wage and price indexation by OC&W was taken into account in the 2023 budget. The actual compensation OC&W will offer is not yet known, but we expect compensation to be around 6% for 2023.

Level of IT investments

In the coming years, EUR will continue to invest heavily in digitalisation. An annual amount of € 5 million is available for digitalisation initiatives for education, research and operations. The ‘State of Digitalisation’ inspiration document provides the guidelines for the digital roadmaps. Key objectives include updating the operations management systems and enabling flexible and agile deployment of modern digital services. 

As a result of the COVID-19 pandemic, buildings are being used differently. The relevant property analysis will be further conducted in the coming period. Another evaluation is conducted on the new teaching methods relating to the use of spaces and technology. Through to 2030, an average of € 20 million will be invested annually in the renovation of premises and the construction of new premises. In the years ahead, EUR will continue to invest in maintaining the IT performance standards that students expect.

In 2022, the number of enrolments and the number of students both decreased (by -1.5% and -1%, respectively). The decrease in enrolments is evident in both Bachelor’s (-5.4%) and Master’s programmes (-17.3%).

The reasons include the normalisation of the number of new enrolments following the increase for 2022 due to COVID-19. In addition, the re-introduction of the basic student grant may play a part, prompting prospective students to opt for a gap year. The decrease in the number of new enrolments relates to Dutch and EEA Bachelor’s students. Enrolments of new Bachelor’s students from outside the EEA increased by 3.9%. 

The proportion of international students increased by 1.9% to 23.8% in 2022. The number of students is expected to continue to rise until the end of  2028. OC&W prepares an annual reference estimate. The reference estimate for 2022 is little changed compared with 2021, but in 2029/2030 it reflects a small upwards adjustment as a result of a higher intake of international students. 

For the sake of completeness, it should be noted that account needs to be taken of weakening growth in student numbers, based on the reference estimate for 2023. This clearly marks a change in the trend that has not been taken into account in the going concern paragraph. 

We also note that the Minister intends to change the Binding study advice (BSA). If this is implemented, this may on average lead to one year of study delay,  This will have negative financial consequences, as it leads to a lower funding ratio. At present, the percentage of funded students at EUR is around 60%. For EUR, with its dependence on university-wide N=N policy, the adverse financial impact is expected to be greater than for other universities. The Ministry of Education, Culture and Science (OC&W) does not intend to compensate the universities for the additional effort required to implement this new policy. Nor will the universities receive additional structural financing, save for a number of funds intended to support the BSA policy. The financial effects are not yet known and are therefore not yet included in the multi-year budget.

Despite the tight labour market, the number of FTEs at EUR increased by 151 FTEs compared with 2021, to more than 5,878 FTEs. The continuing tightness in the labour market creates challenges in terms of recruiting new employees and retaining employees on our payroll. The faculties and departments expect an increase in staffing in 2023, followed by a decrease in 2024 and subsequent years. Despite the decrease in the number of FTEs, personnel expenses will increase owing to factors such as the expected changes in the CLA of Dutch Universities 2023 and subsequent years. Besides the tight labour market and the changes in the CLA, the conditions for the starters and incentive grants under the coalition accord require insight into the development of academic staff in the years ahead. Accordingly, the importance of applying strategic workforce planning is growing continually.

Notes to consolidated balance sheet

The planned investments in premises and digitalisation will continue to increase from 2023 and are included in the fixed assets in the multi-year budget.

Cash and cash equivalents will decrease from 2023 and subsequent years in line with the multi-year budget as included in the 2023-2026 budget plan. This is because of the planned investments in premises and digitalisation. The investment plans in relation to the cash and cash equivalents of the university are expected to be developed in further detail for the 2024-2027 budget plan. Equity will decrease in 2023 due to the projected negative result. Also, further plans will be developed for investments in ‘Tomorrow’s Campus’. From 2025, equity will increase again due to the projected increase of the result.

Notes on consolidated income and expenses 

EUR’s consolidated result for 2022 was € 17.2 million. The third-party share of the result was € 5.5 million, so the net result was € 11.7 million. The expected net result for 2023 is € -15.7 million (€ -17.0 million when including FGG/Erasmus MC ). This includes the budget of the Faculty of Medicine and Health Sciences. This faculty has included the uncertainties owing to inflation, and rising energy and wage costs in its budget on a conservative basis. The negative result for the faculties at Woudestein is attributable to the additional contribution from OC&W that was, in the first instance, included without ‘conditions’ in the budget for 2023. It became clear after the budget for 2023 had been completed that these funds are qualified as earmarked funds. The corresponding impact is included in the budget. For 2024-2026, EUR expects a return to positive results, of € 9.9 million, € 13.7 million and € 12.7 million, respectively.

• The income from the State contribution is € 443.9 million in 2023, rising to € 467.2 million as at year-end 2026. The expected increase is driven by the growth in student numbers and the additional funds for sector plans and incentive grants. The growth in the student numbers leads to a higher State contribution as well as higher income from tuition fees. 
• The personnel expenses will increase from € 561.2 million in 2022 to € 637.2 million in 2023. The increase in personnel expenses is unavoidable, given the need to recruit and retain qualified staff in the current labour market.

Cyber security and information security

The accelerating digitalisation is one of the most challenging developments in higher education in recent years. Increasing digital dependency, remote working, hybrid education and recent cyber attacks on educational and other institutions have put the topic of cyber security and information security at the top of the risk agenda. EUR is further mapping this risk and taking appropriate measures to ensure that the impact on EUR’s operations remains limited. Erasmus Digitalisation & Information Services (EDIS) is responsible for the policy and frameworks in the area of information management, and for safeguarding innovation and updating of projects for EUR. EDIS is also responsible for the security of information facilities. All organisational units have a responsibility to make their staff aware of this issue. 

Governance and leadership

In the spring of 2022, the Executive Board tasked a panel with an interim evaluation of the 2024 strategy. The recommendations relate mainly to strengthening the focus and governance of the strategy. EUR endorses the panel’s recommendations. It is proposed to limit, combine or simplify the governance structures in three areas.

Leadership is a key success factor for achieving our strategic objectives. The organisation and the environment currently require more leadership, central control and clear choices – particularly: what we won’t do (any longer). Consultation with various stakeholders resulted in concrete proposals for improvements for the follow-up steps, including the need for a core focus on culture and leadership as well, in addition to impact and sustainability, as strategic ambitions, and to implement this to align the organisational culture with the strategy and objectives. Interaction between the Executive Board and the deans is essential for delivering on these choices. The EUR leadership programme contributes to this. 

Student numbers

A possibly lower intake of Dutch students has consequences for education and the activities connected with it. Given the expectation of declining student numbers, it is necessary to consider the strategic choices that the university could make. Various aspects will need to be examined, including the future of education, staffing capacity and accommodation. The political debate on international students in Dutch higher education can impact the financial position, the quality of education, the student experience, personnel and wellbeing. EUR is aware of its international dependence. The next step is to examine what those impacts are and what the optimal situation might look like. The Executive Board is asking faculties how they propose to deal with these developments and the optimal number of students in the future. 

It is a key issue in the strategic dialogue between the Executive Board and the faculties. It is about the future positioning of EUR in relation to dealing with the procyclicality and continued growth of student numbers. Due to the growing number of students and the low fixed base that EUR receives as a (relatively) young university, the fee EUR receives per student is decreasing. 

Personnel and wellbeing

The tight labour market makes it increasingly difficult to attract and retain good quality staff (academic and support staff). It is more difficult and takes longer to fill vacancies. EUR will therefore have to ensure that it is and remains attractive as an employer by offering positive employee benefits, career opportunities and working conditions and a safe working environment. 

Staff wellbeing is a challenge for all organisational units, especially in combination with the task of reducing workloads. They are faced with the task of reducing workloads and increasing staff wellbeing. EUR invests in its employees and their skills to realise ambitions and innovations. By initiating strategic workforce planning, EUR is mapping future workforce challenges. 

Quality of basic services in professional services

The increase in the number of students combined with hybrid education creates challenges for maintaining the quality of basic support services. The increasing demand for those services and the complexity of the requests are increasing, resulting in pressure on the basic level of support services. EUR is faced with the task of reassessing, prioritising and potentially adjusting the delivery of services.

Real Estate & Facilities

The fluctuations in student numbers, online education and hybrid working are leading to a changed need for accommodation. EUR is currently mapping these issues in more detail. In the coming year, the RE&F department will complete this, so that adequate measures can be taken. 

Higher prices and lower availability of materials and services have a direct impact on all activities relating to real estate. EUR is following these developments and taking measures where required.

Interdisciplinary potential 

Optimally using our interdisciplinary potential is the common thread of our strategic ambitions and activities. It is also a prerequisite for solving complex societal challenges and creating impact. The changing expectations among shareholders in terms of both the design and implementation of education and research affect the way in which we will work in future. Greater collaboration in education between faculties creates new opportunities, but also leads to uncertainty. Insufficiently thinking on the basis of the ‘thinking and working’ ecosystem may lead to ineffectiveness in our strategic partnerships (focus/attractiveness).

In addition, there is increased competition from other universities, both nationally and internationally. This applies with respect to research funding (scholarships and projects) as well as research talent and resources.  There is a risk that this will lead to EUR failing to achieve its interdisciplinary agenda and thus its ambitions. To reduce this risk, EUR will apply more focus in the partnerships in which it wants to participate, which it will do on the basis of an EUR-wide vision. In addition, initiatives will be linked up better through coordination. This will also result in a clearer impact profile. We will further develop the collaboration between faculties and the sharing of information and relations with relevant shareholders. 

Capacity for change 

The current policies, structures and systems at EUR pose the risk that the university is insufficiently able to implement innovations in education (interdisciplinary/impact-driven). EUR recognises the required basic conditions, such as infrastructure for innovation in education (not just digitalisation). Additionally, barriers that may inhibit collateral innovation (annual planning, procedures, systems, funding) are lifted.

Knowledge security 

Knowledge security concerns undesirable transfer of knowledge and technology, covert influencing of higher education and science by state actors, which may, among other things, lead to forms of (self)censorship resulting in erosion of academic freedom. It also concerns ethical issues that may relate to cooperation with persons and institutions from countries in which fundamental rights are not respected. The transition to (more) conscious risk assessments and risk analyses within EUR will require time and greater awareness of this issue within the institution. At the same time, national and political developments in this area are following each other in quick succession. Knowledge security will continue to be strengthened in 2023. This will be partly based on the national guideline on knowledge security.

Reputational damage

A failure to manage risks concerning fraud effectively can lead to significant reputational damage. Examples of fraud include accepting ancillary positions that involve a conflict of interests, and intentional non-compliance with scientific integrity by lecturers and researchers.

In addition, universities are increasingly faced with social protests relating, for example, to sustainability, such as Occupy EUR. These kinds of protests can have an adverse effect on the way universities are perceived. EUR is aware of its social function and always strives for an open dialogue, based on equality, with its environment.

Artificial intelligence

Developments in the field of artificial intelligence are happening rapidly and can significantly impact society, the labour market and education and research. A recent example is ChatGPT. The applications of artificial intelligence range widely and affect many activities within education and research. These types of technologies harbour both opportunities and risks. Students and researchers can use this technology in their learning and research processes. Plagiarism, fraud and privacy are significant risks. The topic is high on the agenda and ways in which artificial intelligence can be used in the learning and research process within EUR will be examined in the period ahead. 

Planning and control EUR

The above risks are part of the integral risk profile. The EUR recognises the importance of ensuring the university’s ability to continue as a going concern.  The next step is to focus more on the management and control of these risks, with the aim of being in control of the realisation of EUR’s strategic ambitions. 

The faculties and Professional Services report on the key risks in their budgets. Based on the principle of continuous improvement, the goal is to further improve risk management in 2023. In addition to continuously conducting the risk dialogue with the units at the tactical level and with the Board at the strategic level, the aim is to also further professionalise the monitoring of progress in planning & control from 2023. The progress on risks and measures is reported in the periodical reports.

Some of the above themes are described below.

• Extra hands in the classroom 
• Intake, advancement and wellbeing Internships Erasmus MC Research

 Theme 3: extra hands in the classroom € 1,156 thousand

Of the total amount available for the years 2022-2024, at present 91% has been spent on the theme ‘Extra hands in the classroom’. EUR expects that all funds will have been utilised by the end of 2023.

For the EMC faculty, the expenditure related primarily to additional costs incurred due to the Covid restrictions (in particular the 1.5-metre social distancing rule), which required additional use of, among others, invigilators, supervisors, lecturers and student assistants, additional renting of halls/rooms and more support from the Education Service Centre.

Theme 4: intake, advancement and student wellbeing

In 2020, Erasmus University carried out a baseline measurement with regard to academic success and students’ wellbeing. The 2020 baseline measurement confirmed the concern that study delays would increase. The baseline measurement also showed that students were struggling with serious mental challenges, partly as a result of the COVID-19 pandemic. The measurement provided substantiation for additional activities for intake, advancement and student wellbeing.

In 2022, as in 2021, faculties used the funds related to intake and advancement on the additional deployment of support staff, lecturers, tutors and mentors. The main goal was to eliminate backlogs in enrolment and assign more lecturers/staff to larger groups of students. In addition, the activities aimed to strengthen students’ mental wellbeing. The projects were assigned to the two themes, for which the principal results in 2022 are summarised below. This report builds on the detailed reporting in 2021.

The majority of the spending was undertaken by Erasmus MC (€ 6.042 million) and Rotterdam School of Management (€ 959,000). 

Within Erasmus MC, more than a thousand  PhD students and hundreds of postdocs are employed temporarily. The research that is conducted by these researchers was significantly delayed by COVID-19. The extra costs of the departments for giving these young researchers enough time to complete their research were identified.