A dynamic CEG

A dynamic CEGRenewal plan

Presentation for the CEG staff meeting on 6-7-2009

2Inspiring Creativity

1.Renewal and realignment


Renewed CEG Substantive choices on the basis of a changing society and own strength

• Clear profiling using themes linked to DRIs• Initiatives for new research programmes and

knowledge centres• Increased cooperation with the sector• Increased internal cooperation between

departments/research groups• Academic entrepreneurship• Increased efficiency facilities


2.CEG in the changing environment


The changing environment Trends

• Increasing international urgency of social problems: delta liveability, safety, water supply, sanitation, mobility, energy provision, scarcity of raw materials

• Reinforced by climate change with focus on mitigation and adaptation

• Changing role of the engineer: process-based operation in broad, multidisciplinary context with explicit attention paid to sustainability

• Fierce international competition for research and education

• Decreasing 1st money stream and increasing importance of other (European) funding

• Increasingly important role for customers and public-private cooperations.


CEG FacultyUnique

• Strong international, scientific reputation in the fields of civil engineering and technical geosciences

• Unique national position in the field of the structural design of civil engineering works

• Unique laboratory facilities for large-scale mechanical testing, micro-materials and geo-mechanical research

• Unique study programmes in NL in the field of CT and TA

• Research and education with strong social orientation

• Excellent international job opportunities for graduates and PhDs.


CEG’s visionCreating solutions for the future

In a changing society with challengers appearing all the time, we work on liveability, safety and accessibility. We carry out research and cooperate with companies, government bodies and top universities on the solutions our future society demands. With our years of experience, excellent facilities and research and education programmes are we (with our alumni) a source of innovative applications which are used around the world.


CEG’s missionTo excel, inspire, innovate

• To excel on a global scale in research in the field of delta technology, water technology, civil infrastructure, transport and geothermal energy.

• To provide international students and staff with an inspiring learning and work environment thanks to state of the art (research)facilities and research-driven education programmes.

• To devise innovative solutions for our society in cooperation with our partners.


3.CEG’s changing


5 ThemesClear profiling for CEG

Objective:• Improving alignment with major social themes• Reinforcing internal cooperation across

research groups and departments


Delta Technology

Geo-energy

Jan Dirk Jansen / Timo Heimovaara

Civil infrastructure

Aad van der Horst / Klaas van Breugel

Water technology

Hans van Dijk / Jules van Lier

Transport & Planning

Serge Hoogendoorn / Bart van Arem

5 themesClarify which fields we work in

Energy

Infrastructures

The Environment

Institute of Flood and Environmental Risk

Management

Matthijs Kok / Marcel Stive


Partnerships and research programmes

Strategic partnerships:• Expertisecentrum Civiele Infrastructuur with

RWS/TNO• Construction lab as strategic TUD lab with BK and

TNO• KC Watermanagement/Waterbouw with Deltares• 3TU Speerpunt Bouw• EIT KIC Clima• Expertisecentrum Verkeersmanagement with RWS

and TNO• Delft Urban Water Cycle Research Centre with IHE,

TNW, TBM

Agenda-determining initiatives:• NWO-Bio-inspired civil engineering• Institute of Flood and Environmental Risk

Management• Cooperation with KWR and TTI Wetsus to arrive at EIT

Water


Activities at faculty levelManagement and facilities

Management• Stimulating cooperation between

departments and faculties• Demands different competences/superiors

Facilities• Upgrade building and office space efficiency• Efficiency drive at departmental

laboratories


Activities at faculty levelAcademic entrepreneurship

• Responsibility for individual and group targets

• Space for initiatives and implementation• Peer admonition and exemplary behaviour• Customer-oriented, commercial mindset• Culture of accountability


Excellence indicators2012 KPIs in comparison to 2008

• Growth of influx by 15% in comparison to the 2008/2009 level• Improve the student satisfaction score by 0.3• Quality assessment of graduates by employers

EducationEducation

ResearchResearch

• Increase turnover from 2nd money stream projects by 40%• Increase coverage on 2nd and 3rd money stream funding to maximum matching from direct government funding• Increase share of European programmes in 3rd money stream funding to 25%• Increase the research output per tenured scientific staff FTE to the top 2 faculties of the TUD• Increase the number of PhDs per professor FTE to 8• Increase the scores for research visitations to a minimum of 4.0 and and average of 4.25


4.Outline of renewal per department


Department of Design and ConstructionInnovations

• Expertisecentrum Civiele Infrastructuur in cooperation with RWS and TNO • Construction lab becomes strategic TUD Macromechanical lab with the participation of CEG, BK and TNO• Efficiency drive at laboratory (Stevin II)• Reinforcement of cooperation with Architecture• Winding up of Design and Construction Processes and Building Informatics• Reinforce integral design• Reinforcement of the use of EU programmes and partnerships• Shift from materials orientation to construction orientation• Rejuvenate department management and professor complement


Department of Hydraulic EngineeringInnovations

• Strategic partnerships with RWS and Deltares• Cooperation in the framework of EIT KIC Clima• Efficiency drive at Water laboratory (Stevin III)• Sharing large-scale model research with Deltares• Rejuvenating department management and professor complement• National cooperation in the field of education in Delta Technology and Climate with HBO Dutch Delta Academy, WUR, VU and UU• Reinforce the theme of Delta technology with the emphasis on safety, ecological hydraulic engineering and integral approach incl. water governance• Start new Institute for Flood and Environmental Risk Management


Department of WatermanagementInnovations

• Preparation of Msc Environmental Engineering together with the departments of GT and the faculties of TNW and TBM• Aim to participate in water programme EZ (FES, Innowator, TTI Water)• Aim to participate in KP7 together with KWR and TTIWetsus, strive for EIT Water• Expand water theme into Delft Urban Water Cycle Research Centre (in cooperation with Unesco/IHE, TNW, TBM)


Department of Transport & PlanningInnovations

• Reinforce mobility theme on the basis of the designing, development and management of transport/traffic networks • Expertisecentrum Verkeersmanagement in cooperation with RWS and TNO• Reinforce attention paid to goods transport • Aim to participate in NWO Sustainable Accessibility of the Randstad programme and fundamental research into traffic management• Rejuvenate department management


Department of GeotechnologyInnovations

• Aim for to participate in NWO Bio-Inspired Civil Engineering programme• Sponsored chair for international study programme Resource Engineering• Aim to participate in follow-up to Delphi consortium, ISAPP-2 and CATO-2• Expand Deltares-TUD knowledge centre in the field of geo-engineering• Reinforce Delta Technology theme from Geo-engineering• Reinforce Geothermal Energy theme with shift in emphasis from optimising oil and gas production to gas hydrates, geothermal, CO2 sequestration, continuous monitoring and data integration


5.Realignment


Realignments (in 2011 in comparison to 2008)Balance between costs and proceeds in 2011

Faculty- Office accommodation- OverheadDepartments- Reduction in laboratories/O&O- Reduction tenured scientific staff- Reduction of other costs

0.50.5

1.42.61.0

Cost reductions: 6.0Cost reductions: 6.0

Income increase: 3.5Income increase: 3.5

Total: 9.5Total: 9.5

In M€


RealignmentSummary

2009 2010 2011 2012 2013** 2014**Unchanged policy -6.920 -7.772 -8.638 -9.520 -10.417 -11.329Realignment 3.333 5.193 9.539 10.949 11.709 11.931Total* -3.587 -2.578 900 1.429 1.293 601* Downsizing of approx. 40 fte fully effected in 2012 ** excl. inflation compensation

Results unchanged policy and effects realign policy


Reorganisation3 Scenarios

1. Scenario: natural wastage• Without forced redundancies, voluntary

departure

2. Scenario: extensive reorganisation for:• Design and Construction: sections SBE,

DCP, Construction laboratory• Transport & Planning: reduction in

infrastructure research• Geotechnology: reduction in Geolab staff

3. Scenario: limited reorganisation for:• Design and Construction: sections SBE,

DCP, Construction laboratory• The rest through natural wastage,

voluntary departure.


ReorganisationNatural reduction

2009 2010 2011 2012 2013 2014

GT 5 1 0.8 1 1

T&P 4 1 1 0.8 1

Construction 33 2.4 2.4 4.2 7 1 1

Total 42 4.4 2.4 5.2 8.6 3 2

Required reduction 2011

Natural wastage

FTE

Conclusions:1. Natural wastage scenario insufficient for Department of

Design and Construction;2. Use natural wastage up until 2012 in connection with peak

numbers reaching pensionable age in 20123. Facilities required for severance payments (approx. 3 M € )

and benefit burden after dismissal.


RealignmentInvestments

Severance costs 3,000Restructuring water lab and Stevin II+III 1,700Upgrade to 2+3+4th storeys 6,000Plint pmFire safety pm

Investments


Risk analysis

Aspects Effect Measures in the event of ‘-‘

Responsibility at department/research group level

Targets not achieved Replacing superiors

Support from staff and Faculty Personnel Committee

Delays implementation

Communication

Government developments/allocation model for 1st money stream

+ and - Further realignment

Development of 2nd and 3rd money stream

+ and - Further realignment;more acquisition

Development of personnel costs Higher costs than the pension premium

Further realignment

Support campaign at faculty level + and - Further realignment

Means for investment in realignment operation and for severance

Delays implementation Negative faculty reserves

Top-up faculty reserves

Departure of key figures/key vacancies going unfilled

Decreased income and detriment to education

Tailor-made solutions for key figures


CEG Renewal planFollow up

•Submit Renewal plan to the Executive Board – answer in early

July•Discuss Renewal plan with Faculty Personnel Committee

– consultation after the summer•Explain plan to the departments – August/September•Detailing where necessary – August/September•Decision making with regard to organisational change –

after September

A dynamic CEG

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