Vanessa De Cock, as Director of the Rectorate, has had a front-row seat to reflect on four years under Rector Jan Danckaert. The reform of the ZAP career policy and the improved approach to tackling unacceptable behaviour stand out to her as significant achievements. And that was only the beginning.
“We’ve worked very closely with P&O because several points in the rector’s policy plan are linked to our HR strategy. Former Rector Caroline Pauwels had already set up a commission back in 2020 to rethink the ZAP promotion policy. When Jan Danckaert took office, he adopted this ambition and broadened it into a full reform of the ZAP career policy. It was launched this spring. We stepped away from periodic evaluations and introduced feedback conversations to build a genuine feedback culture. Every ZAP member will receive a clear agreement note. This note forms the basis of the feedback cycle. Drawing up these notes for all ZAP staff is spread over three years, because expectations naturally differ from person to person and, just as importantly, the note is drafted in dialogue with each ZAP colleague. Promotions are now also handled more fairly by removing quota restrictions and giving everyone an equal chance. The focus isn’t only on performance, but also on how someone functions in their role. This allowed us to embed leadership firmly within the career policy. We also took on the sponsorship for Engaged Leading. Investing in leadership is crucial, and together with M&O we set up a pilot project on strategic leadership during this policy term. It’s now being evaluated.”
“The focus isn’t only on performance, but also on how someone functions in their role”
When the rector took office, there was a call to evolve into a more high-performing institution. How is that going?
“That demand for better performance was linked to simplifying our work processes, strengthening the organisation and reforming our governance, because it had become far too complex. We launched two separate tracks. The first, on processes and organisation, started with the core tasks debate. We mapped what still matters today, what needs improvement and what we’re not doing while we should be. The second track looked with an open mind at how we could organise governance more effectively and with less complexity, both centrally and within the faculties. The process track revealed many opportunities for improvement. Some have already been picked up autonomously by individual services, and others have been grouped into three main projects: everything related to internationalisation, a wellbeing project and an infrastructure project, particularly around exam and teaching timetabling. We’re actively working on all three and aim to complete them within this rector’s term. The governance optimisations were fully developed, but unfortunately we did not reach the required majority for approval in the University Council. Still, the governance work has given us valuable insights and expertise that we can use elsewhere. The broader work on processes and organisation—the part outside those three projects—continues. We’ll now, unfortunately, have to link that to the savings exercise.”
A recent Pano report revealed cases of unacceptable behaviour, including at the VUB. We have been in the news for this before. What policy is in place?
“With ‘You Are Not Alone’ (YANA), the university is strongly committed to prevention and, should unacceptable behaviour occur, better guidance for those reporting it so they do not feel isolated. Addressing unacceptable behaviour remains a priority for the rector. This means both prevention and taking action when cases arise, such as launching disciplinary procedures. A new disciplinary code had just come into effect when the rector began his term. After its first use, we analysed it thoroughly. Now we’re moving forward with working groups to reform it in depth.”
“With YANA, the university invests in prevention and in supporting those who report transgressive behaviour so they do not feel alone”
What other achievements stand out?
“Another key achievement is the reform of the Ethics Committee of the Board of Governors, both in its composition and its mission. The Ethics Committee provides advice to the Board on ethical issues such as defence-related research or geopolitical questions.
We’ve also invested in AI—within teaching, in research and in the administrative processes that support our organisation.
The collaboration with ULB has been restructured as well. There is the Brussels University Alliance and other entities. We reduced fragmentation and streamlined cooperation under a single non-profit organisation, named after Brussels resistance hero Andrée Geulen. This organisation now facilitates all cooperation between ULB and VUB.
Since the start of this academic year, the rector serves as chair of the Eutopia network. The current project runs until the end of 2026, and we’re now preparing a new proposal to be submitted in spring.”
Do you also notice changes in cooperation with Brussels partners?
“Absolutely. It was one of Caroline Pauwels’ priorities. We’ve moved from one-off projects to embedding cooperation in our core tasks. A great example is the Usquare campus, where both universities—VUB and ULB—interact with the city. An Urban Studies research centre is also based there. It’s a strong expression of our ambition as an urban engaged university.”
How do you support the rector?
“We do so across all aspects of the role: managing the agenda, preparing files and meetings, providing policy and legal advice and coordinating crisis management. Together with the chair, we support the four central councils of the VUB: the University Council, the Board of Governors and the Academic Council. A key task is turning the rector’s policy direction into a concrete plan and ensuring its implementation. We may take on project coordination, such as for the career policy. Public Affairs is also part of the Rectorate. We contribute to major events like the Academic Opening, led by MarCom, which also falls under the Rectorate. We also help maintain institutional contacts.”
Previously you were Director of Education and Student Affairs. Do you notice a big difference with your current role?
“Education and Student Affairs has a very streamlined operational structure. The curriculum has to be set, ongoing quality processes run, registrations take place and so on. Within the Rectorate, that operational flow is much smaller and far less predictable. A huge variety of issues comes in, often requiring quick responses. Sticking to a schedule is almost impossible. You need to react to what happens in real time and try to get a grip on it. Education, by contrast, is easier to plan—you know exactly what needs to happen in an academic year.”
