84 Roskilde University 6.4 1.2 Outlook Over the past couple of years, the University has maintained its focus to work in and that the bachelor houses will have to make room for on the severe pressure on its sources of income that can result from more students, among other things. At the same time, however, the the dimensioning of education programmes, falling taximeter rates University will maintain a high standard of maintenance for the remai- and major spending cuts in the education sector. Therefore, much ning buildings, so that they continue to support its project-based form attention is being focused on how the University can cut costs while at of study in a modern setting. As a key part of the plan, RUCs Building the same time remaining committed to implementing its strategy with 03 will be fully renovated. the changes and focus areas addressed in Strategy New RUC. In Autumn 2016, the prospect of major adjustments in 2016- Four of the savings initiatives set out in the recovery plan targeting the administrative area will involve elimination of a number of 2019 caused the Board of Directors to adopt a long-term plan for administrative positions, corresponding to annual savings of DKK 14.5 adjusting its finances based on the financial guidance from the million from the year 2018. In late 2016 and early 2017, 21 FTEs were follow-up performed after the close of August 2015. This plan allows cut by means of indirect methods and through voluntary redundan- for an operating deficit in the budget for 2016-2017 if such additional cies; 11 vacant positions were also eliminated. The staff reductions reduction of equity is replenished in 2018-2019, so that the University will take effect gradually, starting as early as 2017, and the full effect can again meet its objective of balanced operations and equity of five will be achieved in 2018. per cent of revenue by 2020. Based on this general plan, RUC signed an agreement with Overall, the initiatives to implement our recovery plan are on the right track and have given us some leeway for an ongoing coverage consultancy firm Struensee & Co with a view to determining potential of risks relating to the continued implementation of the 11 savings initiatives that can be implemented to achieve the desired cuts. Based initiatives set out in the recovery plan. on this catalogue of potential savings, 11 saving initiatives in 20162019 were identified. The 11 savings initiatives set out in the general recovery plan will The budget for 2017 calls for a deficit of DKK 19.7 million. The negative results are due to the results of the final implementation of a number of savings initiatives (an improvement of DKK 14.4 million), be the focal point for the Universitys development in coming years. but also to the strategic investments relating to the final implementa- These initiatives vary in terms of weighting and content, but they were tion of specific cuts (a deterioration of DKK 11 million) as well as an all selected based on a desire to combine the need for cuts with a operating deficit of DKK 23.1 million. focus on initiatives to support the Universitys strategy and development. Two examples of major areas where money could be saved are buildings and administration. In the buildings area, the University aims to cut costs by an annual DKK 28 million by terminating leases for a large number of buildings. This will imply that University employees will have less space 6 Managements review 2016 Roskilde University 74 Roskilde University In 2016, RUC set up its Advisory Board to act as a sounding board for the Executive University Management with respect to raising the Universitys profile. The RUC Advisory Board is appointed for a period of two years for the purpose of working to further develop RUCs profile 75 Annual Report 2016 University Director Peter Lauritzen Rector Hanne Leth Andersen Pro-Rector Peter Kjær 76 Roskilde University not least the study programme management have been strengthened with the filling of the new deputy head of department positions, among other measures. The new deputy department heads have been assigned with the task of promoting quality and development in education and lea Annual Report 2016 77 Education As regards 2016, we can report that more students wish to study at Roskilde University. Following a solid increase in the number of first-priority applications of eight per cent in 2015, 2016 saw a further increase of two per cent in the number of applications. The 78 Roskilde University In June, Professor Jacob Torfing defended his doctoral the- In 2016, RUC continued to work to consolidate and promote RUCs masters degree programmes. The graduate-study reform, sis, entitled Collaborative Innovation in the Public Sector, and was which shifted RUCs offerin Annual Report 2016 79 Larger grants of note include the DKK 12.6 million received from Innovation Fund Denmark by Professor Peter Westh of the Department of Science and Environment for a project with a total budget of more than DKK 27 million. The project concerns the development of enzymes and en 80 Roskilde University 6.3 Financial results for the year The accounts showed a surplus of DKK 7.7 million for 2016, an improvement of DKK 33.3 million on the deficit of DKK 25.6 million budgeted for the year. In line with previous years and as part of its day-to-day financial management, RUC perf 81 Annual Report 2016 Table 6.1 Budget and results for 2016 Deviation rel. to B 2016 Deviation rel. to Aug. follow-up DKKm R 2016 B 2016 follow-up after Aug. Income 760.1 763.0 753.5 -2.9 6.7 Expenses 756.2 788.7 761.0 32.5 4.8 3.9 -25.6 -7.5 29.6 11.4 Net financial items 82 Roskilde University 83 Annual Report 2016 Figure 6.3 Income, expenses and results 2015-2017 (in DKKm current prices) 0 100 200 300 400 500 600 700 800 Income and expences for the year R 2015 Income Government appropriation External funds Other income R 2016 Expenses Cost, payroll Other costs Resul 84 Roskilde University 6.4 1.2 Outlook Over the past couple of years, the University has maintained its focus to work in and that the bachelor houses will have to make room for on the severe pressure on its sources of income that can result from more students, among other things. At the same ti Annual Report 2016 85 6.5 Conclusion The year 2016 was yet another year marked by financial challenges, with the work to implement the 11 savings initiatives in the recovery plan as a significant focal point. In the first half of 2016, we worked to define the new interfaces between the department