Our 2012 Annual Report
Profiling and performance agreements
Profiling and performance agreements. These are key concepts from administrative practice at The Hague University of Applied Sciences in 2012. Over the course of 2012, the institutional profile and proposal for performance agreements developed in 2011 were elaborated into the memorandum titled
Profiling and Performance Agreements of The Hague University of Applied Sciences. The Ministry approved the memorandum following a positive recommendation from the Higher Education Review Committee.
Educational framework and internationalisation
At The Hague University of Applied Sciences we certainly have not been idle while awaiting official approval. We translated the new education agenda for our profile into a new educational framework. This new framework was presented this spring, and was subsequently approved in November, following broad consultations with management. Over the course of 2012, the various academies prepared internationalisation policy plans on the basis of The Hague University of Applied Sciences' 2011 internationalisation policy. These plans were developed in collaboration with the professional fields and reflect the students' future professional needs. Over the autumn period, we also defined the organisational structure for the three priority areas of our profile. This constitutes a substantial step towards the further elaboration of our profiling.
Internationalisation is key to our education. With nine English-language study programmes, 10 percent international students, over one hundred nationalities and a history dating back over twenty years, internationalisation has become an integral part of our academic community. We take pride in this fact, and have made efforts to integrate internationalisation into our profile.
Internationalisation is also the key theme of this annual report. We will be
highlighting a series of best practices to illustrate The Hague University of Applied Sciences' aspirations and achievements in the area of internationalisation. Paper realities are obviously of limited relevance, and a picture says more than a thousand words. We will thus be applying these highlights to help illustrate the often rather abstract policy themes of ‘knowledge valorisation’ and ‘horizontal dialogue’. Establishing this connection will allow us to demonstrate our actual achievements in the area of internationalisation rather than simply describing our original aspirations.
All policy activities fall within the scope of our management agenda for the coming years, which was prepared in the spring. This includes building an effective organisation capable of supporting education, getting the underlying basis of our operations in order and preparing for institutional accreditation. A review of the position of managers in education constitutes a crucial first step towards building a more effective organisation. The debate on this issue is currently still ongoing and will be concluded over the course of 2013.
In operational terms, 2012 was characterised by the introduction of the first phase of the SAP operational process system in the finance and human resources domains. This system forms the basis for reliable operational information in support of education and research.
Higher professional education and the quality of education have become the focus of critical scrutiny from both politicians and the general public. We are acutely aware that a large organisation such as our own is vulnerable. In addition to well-organised processes and clear procedures, a continuous dialogue on quality at all levels is essential. Such dialogue should inform the mentality of our staff members, which is crucial in preparing for institutional accreditation. Our organisation has a healthy financial basis. This basis enables us to make essential investments in order to boost our teaching and research and to improve the quality of our organisation. This process will require a long-term effort, involving the further development and reinforcement of our policy strength. Preparations for the institutional accreditation in 2014 will serve as a major catalyst in this regard.
The Executive Board,
The Hague, May 2013