Onze jaarstukken 2013

Our 2013 Annual Report

In 2013, The Hague University of Applied Sciences started to work in line with the profile as it was described in 2012, and also set to work on the performance agreements that had been made. The profiling and performance agreements referred to above cannot be viewed in isolation from education and research in practice at The Hague University of Applied Sciences. As such, reporting on these agreements is embedded in this report too. The reading guide will quickly point you in the right direction for our results.

The introduction of integral quality assurance and preparation for the institutional accreditation, a new development plan for THUAS for the next six years, restructuring the organisation: in 2013, these were the most important management themes for The Hague University of Applied Sciences where the specifics of the profiling chosen in 2012 is concerned.
The profile has been developed into a new educational framework. In our day-to-day practice, the study programmes were working hard to introduce the framework referred to above; this was an important step in the right direction.
Quality is key to our profiling. The introduction of integral quality assurance is another important step towards achieving this quality and the ability to safeguard it. In consultation with the Accreditation Organisation of the Netherlands and Flanders (NVAO), the application for the institutional audit has been postponed until 2016. This gives us extra scope to organise and implement quality assurance properly.

We want to make management of the organisation more effective and create more scope for the education provided in the study programmes. The first important step towards this effective organisation is a review of the positioning of managers in the study programmes. This step was taken in May 2013. Preparation for the restructuring commenced that autumn. The restructuring will be implemented in stages in 2014 and 2015.

Politicians and society are critical of universities of applied sciences and of the quality of education. Even back in 2013, there were matters that required immediate action. Naturally, we took the action required. Yet again, it is clear that well-organised processes and clear procedures are important, but that an ongoing discussion of quality at every level is just as important. This should be decisive for the mindset of our staff, which in its turn is crucial for the achievement of a quality culture.

THUAS has a healthy financial basis. This enables us to make the investments necessary to strengthen our education and research and to improve the quality of our organisation. This will be a long-term process, for which we will need to further develop and strengthen our policy.

The Executive Board,

Leonard Geluk
Susana Menéndez
Jan Lintsen

The Hague, May 2014