Our 2014 Annual Report

The Hague University of Applied Sciences wants to ensure that it permanently works towards the improvement of quality. Its ambition is to become the most internationally-oriented university of applied sciences in the Netherlands, to prepare its students for global citizenship and to establish long-term links with companies, institutions and authorities in the region. These are the lines along which The Hague University of Applied Sciences wishes to develop in the period up to 2020. All of the above inspires our daily actions and puts us in a position to make decisions on what we plan to do and not to do.

We here at The Hague University of Applied Sciences have achieved a great deal in the period behind us. The previous institution plan has been implemented and we have fine-tuned our profile. In the spring of 2014, we engaged in a large number of discussions in The Hague University of Applied Sciences and elsewhere on the basis of an initial outline for a new institution plan. The object: to test and develop our ideas. We used these as a basis for setting out a vision for The Hague University of Applied Sciences for the period up to 2020, as described in the paragraph above. In this vision, we describe and explain our strategic choices.

We are convinced that improvements are still possible at The Hague University of Applied Sciences, even in areas that are already sound and successful. This brings with it the need to change the way we do things at the current time. However, we will only be able to achieve goals if proper management is in place. Leadership requires the right balance between management based on results and a lack of restrictions. The creation of clear frameworks and inspiring people. This is the core of what leadership is all about at The Hague University of Applied Sciences. As such, our management model consists of four components: monitoring and measurement, boundaries and rules, interaction and connection, inspiration and values. Each of our ambitions in relation to quality, internationalisation, global citizenship and being a networking university of applied sciences were elaborated on with these components in mind in 2014.

In 2015, this development process will be repeated in the faculties and service departments and, subsequently in each degree programme and unit. This will be a collective process involving collaboration between service departments and faculties and a high level of employee involvement.

The achievement of the substantive ambition set out in the institution plan and the reorganisation (launched in 2013) go hand in hand: the reorganisation is the vehicle for the achievement of the substantive ambitions that The Hague University of Applied Sciences has. One of the objectives behind the transformation of the 14 academies into seven faculties in 2014 was to improve the manageability of

The Hague University of Applied Sciences. The same objective applies to the next stage of the reorganisation: reforming the service departments. The 2016 institutional audit on Quality will reveal whether the steps that we have taken to safeguard and improve quality throughout the institution are satisfactory. This will be the first external audit of the way in which we are seeking to achieve our substantive ambitions.

Leonard Geluk

President of the Executive Board

The Hague, June 2015