7707.nl.0.o.institutional plan-2014-2017

Van Hall Larenstein University of Applied Sciences Institutional Plan 2014-2017

Towards the greenest university of applied sciences

VHL University of Applied Sciences

4 1. Introduction

6 2. Environmental analysis

8 3. Mission, vision and core values

10 4. The profile of VHL University of Applied Sciences

12 5. Strategic objectives

14 6. Education and quality

16 7. Research, knowledge valorisation and quality

18 8. Multi-year financial framework

19 9. Support processes

20 10. Organisation

22 11. Summary of objectives and critical performance indicators

23 Appendix VHL multi-year budget for the years 2014-2018

Our mission

Van Hall Larenstein is a university of applied sciences. We train high-quality, ambitious

and innovative professionals who contribute to a more sustainable world. Index

32

Institutional Plan 2014-2017

IndexIndex


Based on the requirements

of the setting within which

we operate, we have opted

for a profile with substance

and state the explicit ambition

of being the most sustainable

university of applied sciences.

Based on the requirements of the setting within which we operate, we have opted for a profile with substance and state the

explicit ambition of being the most sustainable university of applied sciences. This is expressed in our profile, but we also want to be able to demon-strate it in all of our study programmes and in our operational management. In doing so, we will strive for more sustainable collaboration in terms of our profile with strategic partners; regional, national and international. Important partners in the Netherlands naturally include agricultural and other universities of applied sciences, Wageningen UR and other univer-sities. We also explicitly seek links with the professional field; regional, national and international. In the 2014-2017 institutional plan, VHL University of Applied Sciences makes strategic choices and formulates the frameworks for putting them into practice. The plan was drawn up in a short time-frame after VHL and Wageningen UR separated in November 2012, following a period of nearly 10 years of administrative union. During this period, VHL was guided by the strategy of Wageningen UR. The main points of this institutional plan have been discussed in meetings with students, staff and external stakeholders. Over the coming period, we will decide annually which objectives we will be putting extra energy into in the form of specific projects.

In the short term, a number of supporting policy documents will additionally be drawn up, such as an educational concept, research framework memo-randum, internationalisation framework, governance philosophy and organisational structure.

1. IntroductionThe institutional plan ‘Towards the greenest university of applied sciences’ describes the mission, vision and strategic objectives of Van Hall Larenstein University of Applied Sciences (VHL) for the period 2014-2017. VHL University of Applied Sciences and its predecessors have been providing agricultural education for over 100 years. From the outset, the education provided has matched the requirements of the professional field. Naturally, the world, the professional field and hence also the requirements of that professional field have changed substantially over this long period of time. And VHL University of Applied Sciences has continued to develop with them.

4 5


IntroductionIntroduction


V HL University of Applied Sciences wants to meet the regional demand for training. There are a number of regions in the Netherlands

that will see a reduction in student numbers as a result of demographic changes. This will have consequences for the regional intakes of study programmes bordering on regions experiencing contraction in student numbers. For VHL, this is significant in terms of intake. Because we recruit nationally and sometimes also interna-tionally for a large part of our study programmes, a slight growth is possible for VHL. Nationally, there is a clear demand for an increased focus on entrepreneurship and international compe-tencies in the teaching programmes. Higher vocational education is expected to be ready for the future and universities of applied sciences will in future be expected to specialise more. As such, universities of applied sciences need to transform themselves from classic teaching institutions into research institutes where knowledge is acquired and shared, practice- oriented research takes place and innovation is on-going, both in the education itself and in the sectors for which students are being trained. The rapid technological changes and development of knowledge mean that simply completing a Bachelor’s or Master’s degree after secondary school is not sufficient for an entire career. It is essential to regularly undergo further training in order to remain up to date with recent developments.

Based on its position as a university of applied sciences in the ‘green’ domain with multiple locations and an international network, VHL University of Applied Sciences can make a contribution towards addressing national and international issues. In line with the agendas of the top sectors, universities of applied sciences participate in Centres of Expertise (CoEs). Within these CoEs, entrepreneurs, researchers, lecturers and students work together to promote the quality of higher vocational education. Nationally, we align ourselves with the top sectors Agrofood, Water and Life Sciences. In the Northern Netherlands, we work together closely with other research institutes and businesses on the northern priority areas: agri business, water technology and ‘healthy ageing’. In the Eastern and Central Netherlands, we contribute towards the ambition of strengthening the innovative food, health and manufacturing sectors. VHL is particularly involved in activities around Food Valley. In view of the develop-ments in the international professional fields of Dutch business and the profile of our institution, there are plenty of new opportunities for VHL in the interna-tional field.

2. Environmental analysisClimate change, globalisation, a growing world population and digitisation have global consequences. Worldwide, there is a need for knowledge and properly trained people who are able to contribute towards solutions to problems around the preservation and sustainable use of land and water, biodiversity, food security and the transition to a bio-based economy.

Higher vocational education is expected to

be ready for the future and universities of

applied sciences will in future be expected

to specialise more.

76


Environmental analysisEnvironmental analysis


W hat we are and what we wish to achieve as VHLUniversity of Applied Sciences is anchored in the eight points below,

which together form our vision:

• VHL is the most sustainable university of applied sciences in the Netherlands and demonstrates this in every study programme, in the content of its research and in its operational management;

• VHL chooses a clear profile with content that forms the framework for all our strategic choices in the field of education and practice-based research;

• Every study programme at VHL contributes towards at least one of the priority areas of the profile, with all students learning to work in multidisciplinary and interdisciplinary fashion;

• VHL is focused on regional, national and interna-tional students;

• Alongside regular education, VHL wants to meet the demand for training from the professional field;

• VHL is a personal institution and therefore wishes to give space to individual students to develop their talents in an inspirational environment;

• Through research and knowledge valorisation, VHL contributes to innovative and sustainable developments in collaboration with partners from the professional field;

• VHL is a financially sound and future-proof organisation.

The core values form the basis of VHL’s identity. Our core values are:• Sustainable: In everything we do, we are driven

by the ambition of making a contribution to a sustainable society, with the aspects ‘people’, ‘planet’ and ‘profit’ being in equilibrium;

• Committed:We are committed to our students, to each other, to the organisation and to our partners. We are also committed to the content of VHL’s domain;

• Enterprising:We are innovative, we keep abreast of what is going on around us and we seize oppor-tunities to achieve our goals;

• Responsible:We do what we say and we say what we do. We are accountable for the contribution we make to the objectives we want to achieve.

3. Mission, vision and core values

As a university of applied sciences, we conduct high-quality practice-based research which enhances both our teaching and our position as a research institute. As a research institute, we supply practice-based solutions for issues from national and international business and society. Alongside regular higher vocational study programmes, we also provide master’s programmes, post- graduate higher vocational training programmes and courses for regional, national and international students.

Our mission

VHL is a university of applied sciences.

We train high-quality, ambitious and

innovative professionals who contri bute

to a more sustainable world.

98


Mission, vision and core valuesMission, vision and core values


W ith our priority areas, we want to make a contribution to the development of a sustainable society, with the sustain-

ability aspects ‘people’, ‘planet’ and ‘profit’ being in harmony.

Water&land/natureHalf the world’s population lives in delta regions. The delta provides room for nature, food production and urban developments. The Dutch delta can be a unique example for other international deltas. With our knowledge of water management, nature develop-ment, landscape architecture, process management and food production, we are in a position to supply multi-disciplinary knowledge for sustainable solu-tions to issues in the delta that enjoy support from within society. VHL chooses to emphasise the combi-nation of land and water for the benefit of nature and food production in densely populated areas and deltas as a priority area for development.

Food/dairyThe complete food chain (local, national and inter-national) is an important subject in many VHL study programmes, both plant-based and animal-based. From the perspective of the consumer, what matters is that food is sufficient (Food Security), safe (Food Safety) and healthy (Health, including sufficient minerals and proteins). Sustainability is an impor-tant theme in this regard, which means dealing with people, animals, living communities and natural resources in a responsible manner. Dutch agribusi-ness is strong in this integrated chain approach. VHL and the other actors in its immediate environment have distinctive expertise with regard to the dairy chain. At VHL, we have chosen to work increasingly with partners in our immediate environment to develop and apply innovative knowledge in the Dairy field. In doing so, VHL focuses on the complete chain: from sustainable dairy farming, logistics and processing to retail and the consumer.

Animal/animalwelfareVHL is an important knowledge centre in the area of Animal Welfare. Internationally, the acceptance of animal welfare concepts in relation to both production and non-production animals is still limited. We expect that this acceptance will only grow. We also expect an increased focus on animal feed for both production and non-production animals. As regards production animals, animal welfare is an integral part of sustainable livestock chains. On one hand, VHL focuses on the integration of animal welfare in quality assurance systems, on the other it focuses on the development and co-creation with users of measurement methods which can be applied in practice. The focus on non- production animals, with the goal being the welfare of both humans and animals, increases as soon as the primary needs of humans are met. There is a lot of expertise in many parts of VHL in horses, domestic animals, zoo animals, test animals and wild animals (including marine life). VHL wants to be and remain a leader across the entire field of animal welfare in the societal context.

The three priority areas in VHL’s profile are a conse-quence of the profile characteristics, which provide the frameworks for all the institution’s strategic and other policy choices in the field of education, research and contract activities. Joint activities, mutual coordi-nation and targeted investment serve to enhance the efforts of lectureships with regard to the profiles. In our teaching offering, we differentiate between profile study programmes, which directly link in with one of the three priority areas, and core study pro-grammes, which support one or more priority areas of the profile. In profile study programmes, we set ourselves apart not only through quality but also through the uniqueness of the offering. All majors and minors also support one or more priority areas of the profile and are decided across the study pro-grammes.

As articulated in our vision, VHL University of Applied Sciences has chosen a clear profile with which we differentiate ourselves from other universities of applied sciences in terms of quality and content. Based on the environmental analysis, VHL chooses a profile with three related areas of focus.

4. The profile of VHL University of Applied Sciences

1110


The profile of VHL University of Applied SciencesThe profile of VHL University of Applied Sciences


I n our mission, we state that we wish to train pro-fessionals who contribute to a sustainable world. This also has consequences for the way in which

we structure our teaching and our organisation. At the end of our plan period, we want to be able to demonstrate that VHL is the most sustainable university of applied sciences in the Netherlands by means of investments and confirmation in the form of certification. We will do so in the following fields:• Education: all our study programmes will have

three AISHE stars at the end of the plan period. Among other things, this means that our sustainable development vision will be visible in our teaching and that expertise in sustainable development will be present right across the study programme;

• Operational management: by structuring our operational management in a sustainable manner, we will qualify for the Corporate Social Responsi-bility quality mark in combination with our study programmes. The aim is to achieve ‘entry’ level in 2014 and ‘certified’ in 2017;

• Regional development: by 2017 at the latest, we will acquire the BREEAM sustainable regional development certificate for our locations in Velp and Leeuwarden, where our own buildings are located;

• By the end of the plan period, we will opt for the NVAO’s (Accreditation Organisation of the Nether-lands and Flanders) special ‘sustainable education’ quality mark for the individual study programmes and for VHL as a whole.

VHL University of Applied Sciences wishes to be a personal institution, where students are satisfied with their study programmes.

The strategic objectives for education are:• to improve the quality of the study programmes,

as shown by the rankings. We want: - VHL as an institution to be in the Top 5 in the

Dutch Guide to Higher Vocational Education (Keuzegids HBO);

- VHL to achieve an average institutional score of 3.8 in the National Student Survey (NSE);

• at least 4500 students by the end of the plan period.

VHL University of Applied Sciences delivers applied research which is significant for our teaching and our environment. We will achieve this by:• Acquiring orders from business, government and

civil-society organisations with a turnover in 2017 worth at least 15% of the VHL total;

• Developing qualitative and quantitative indicators and defining them in terms of targets for the quality of research and the significance of the research for our teaching, stakeholders and customers. The indicators we have in mind relate to the degree of participation by students in research projects, the creation of exposure for the profile and customer satisfaction.

VHL University of Applied Sciences is a financially sound and future-proof organisation. We will achieve this by means of:• 30% solvency from the end of 2015 and liquidity

based on the current ratio with upper/lower limits of 0.5 and 1.5, respectively, throughout the plan period.

5. Strategic objectivesIn order to achieve our vision, VHL University of Applied Sciences has made sharp choices in terms of our external profile, and we have defined a clear offering for regional, national and international first-degree (undergraduate) students and workers. In doing so, we want to achieve some main strategic objectives by the end of this plan period.

VHL University of Applied Sciences wishes to be

a personal institution, where students are satisfied

with their study programmes.

1312


Strategic objectivesStrategic objectives


I n order to be able to achieve the above and to facilitate cooperation between study programmes, VHL needs a new educational

concept. In view of the fact that VHL will remain a personal institution with a limited size, the educational concept must make it possible for us to work efficiently, with individual learning tracks being enabled for students and direct contact being facilitated between student and supervisor. By means of ‘learning in communities,’ the connection between students, lecturers and the professional field will be strengthened. We do not wish to develop digital teaching material ourselves. We will look for partners with proven knowledge and experience to deliver this for us, while we supply didactic expertise and content. The digitisation of society also has consequences for the way in which students learn, and hence also for the way in which education is structured. One possible form is for pure knowledge transfer to be offered digitally and for the material to be practised in practical working forms, so making the direct contact between student and lecturer more intensive.

The development of the educational offering will be guided by the profile of VHL University of Applied Sciences. This will involve deciding which study programmes are to be core study programmes supporting one or more priority areas of the profile and which study programmes are profile study programmes linking in directly with one of the three priority areas of the profile in terms of content. Based on the profile, sustainability will be reflected in all the study programmes. We will investigate which priority areas we want to develop master’s study programmes for. The majors and minors of the study programmes will be coordinated across the study programmes, based on the profile and the competencies required of students. Study programmes with minimal intakes will be critically examined, with their contribution to the profile being an important factor in the decision on whether to continue offering particular study pro-grammes. A recruitment plan will be drawn up, based on the profile and closely matching the experience and wishes of prospective students. VHL will use this plan to advertise its study programmes to prospective students.

Alongside the study programmes for first-degree (undergraduate) students, VHL University of Applied Sciences provides market-oriented and up-to-date post-bachelor’s educational activities based on our priority areas, such as tailored programmes, in-company training, courses, master classes, events and contract education for national and international business and society. Student satisfaction is also important for these post-bachelor’s activities. We want at least 70% of the participants to be satisfied with these activities.

VHL University of Applied Sciences wants to offer education of a high quality. Conscious study choices and properly structured study programmes serve to reduce drop-out rates and improve the enrolment/graduation ratio. VHL defines quality using the following quality standards:• All study programmes score at least 3.8 in the National

Student Survey (NSE) in response to the question ‘What do you think of your course in general?’ (scale 1-5);

• At least 70% of the students is satisfied about the units of study;

• In the Higher Vocational Education (HBO) monitor, 70% of alumni questioned are satisfied or very satisfied about their courses;

• At least 75% of the full-time bachelor’s students1 gain their diplomas within five years;

• Each lecturer with a permanent post has a sup-plementary teaching qualification and 80% of lecturers have a master’s degree or doctorate.

VHL’s quality assurance system supports and guarantees the achievement of the above quality standards.

6. Education and qualityThe developments around us have consequences for the education at VHL University of Applied Sciences. In order to be able to meet the demands of the labour market and students, VHL offers more than just full-time study programmes. The increasing extent of digitisation in the world must also be reflected in the education provided. And in order to prepare themselves properly for the professional field, students will need to be able to work in an interdisciplinary and trans-disciplinary manner, based on a strong foundation in their own disciplines. In addition, during their studies we want students to acquire competencies in the areas of internationali-sation, research and entrepreneurship as part of all study programmes.

A new educational concept must

make it possible for us to work

efficiently, with individual learning

tracks being enabled for students

and direct contact being facilitated

between student and supervisor.

1514

VHL University of Applied SciencesInstitutional Plan 2014-2017

1 Full-time bachelor’s students re-enrolling with the same institute after the first study year

Education and qualityEducation and quality

S ince 2010, the research function within higher vocational education has been anchored and described in the Higher Education and

Research Act. The Higher Education Sector Protocol (Brancheprotocol HBO, 2009) guarantees the three objectives of practice-based research: 1. contribution to knowledge that is relevant to society; 2 contribution to topicality and research competencies in higher vocational education; 3. meeting demands from the professional field. Our ambition is to further extend the development of practice-based research within the teaching organisation. Establishing links between education, practice-based research and the professional field means that research results are used in teaching and that students acquire compe-tencies that match the demands of the professional field. Within the framework of Life-long Learning, associate professors play a role in the professio nali-sation of lecturers and the professional field. The nature of practice-based research at VHL is characterised by: 1. relevance and impact for professional practice; 2. scien tific validity and focus on the contribution to general knowledge for the benefit of society and pro-fessional practice; 3. teaching-related; 4. international focus.

VHL University of Applied Sciences explicitly chooses to be distinctive in its chosen profile: water & land/nature, food/dairy and animal/animal welfare.

VHL’s research contributes towards a sustainable world. We will encourage the creation of research groups around the profiles, which are expected to attract significant contract funding and funding from govern ment agencies. In terms of our profile, we want to enter into long-term and sustainable collaborative relationships with a limited number of preferred partners. The profile provides direction for the extent of our participation in CoEs. Nationally, in line with the Higher Education in Agriculture plan, we are the leader in the domains Animal and Nature & Living Environment, chairing the Agricultural Animals Centre of Expertise (Agrodier) and taking the lead role in the Nature & Living Environment Human Capital Agenda. Together with the Agricul-tural Vocational Education Centers (AOC’s) in the Northern Netherlands and Eastern/Central Nether-lands regions, we want to build up a solid network which results in the sharing of staff/expertise, joint knowledge networks, continuous learning routes (including Associate degrees) and shared facilities. Internationally, too, we want to establish preferred partnerships. The international focus of research and its connection to teaching will be worked out further in a memo defining the frameworks. That framework definition will establish in more detail which coun-tries and with which partners we wish to conclude strategic and sustainable partnerships.

7. Research, knowledge valorisation and quality

At VHL University of Applied Sciences, practice-based research carried out by associate professors, researchers, lecturers and students is always focused on improving professional practice. The results of the research must be usable by companies and professionals in the public sector. Thanks to good links with companies and institutions in our region and beyond, we are able to support them with innovative solutions to practical issues and provide a sufficient supply of highly-trained professionals. The lectorates also contribute to innovation in the curriculum. Knowledge valorisation takes place through the interaction between theory and practice, resulting in innovation and knowledge development.

Establishing links between education, practice-

based research and the professional field means

that research results are used in teaching and

that students acquire competencies that match

the demands of the professional field.

1716


Research, knowledge valorisation and qualityResearch, knowledge valorisation and quality


B y the end of 2015, we will meet our solvency requirement of 30%. Liquidity, expressed in the current ratio, will remain between 0.5 and

1.5. In the multi-year budgets, from 2015, 5% will be reserved for education and research development and incidentals. As a result of our offering of study programmes, we expect that our market share within green Higher Education will display an upward trend from 2015. Alongside the multi-year operational deve-lopment plan, changes in cash flow and the balance sheet will be elaborated in multi-year terms and monitored as part of the Planning & Control cycle. The multi-year financial estimate over the plan period is shown in the appendix.

O ur support services deliver quality within the staffing and financial frameworks. The national benchmark provides the reference

framework for the extent of the overheads. In terms of content, we will be looking at the quality of our service provision to students and our character as a personal institution. Support processes are crucial for the satisfaction of students, staff and external stake-holders. Getting ‘quality with a small ‘q’’ right will be achieved through close collaboration between study programmes and support services. Project-based working and optimisation of the associated processes and administrative support are essential for the

research projects. In view of the limited size of our institution, we will strive for maximum synergy and optimum deployment of resources when configuring the support processes and systems. In doing so, we will be choosing standardised support processes and systems. In terms of content, the further digitisation of society and education will play an important role in the support processes in the time to come. An integrated plan will be drawn up for communication with students, staff and stakeholders using internet, intranet and social media.

The multi-year financial framework of VHL University of Applied Sciences is aimed at guaranteeing the continuity of VHL based on a sound financial footing, with sufficient financial scope for development in teaching and research. From 2014, risk management will be given a place in the VHL operational manage ment and Planning & Control cycle. In addition, in 2014 we will begin working towards integrated control, for example through the introduction of quality audits.

The operational management of VHL University of Applied Sciences will be structured sustainably, guided by our strategic sustainability objectives. The goal of sustainability also entails that we aim to configure efficient support processes.

8. Multi-year financial framework

9. Support processes

In view of the limited size of

our institution, we will strive

for maximum synergy and

optimum deployment of

resources when configuring

the support processes and systems.

1918


Support processesMulti-year financial framework


W e will be guided by our core values in deciding how we want to relate to one another at VHL University of Applied

Sciences. Every staff member and manager is accoun-table for putting the core values into practice. Sustainable means dealing with nature and the available resources in a responsible manner, but also building sustainable relationships and focusing on a long-term vision for the institution. With committed employees, we can achieve our ambitions. We are enterprising and innovative, and we seize opportuni-ties to achieve our goals. To do so, we need to closely monitor the national and international developments around us - developments among pupils and students, but also developments in the professional field, among our partners and in the wider world around us. Responsible means taking responsibility but also being accountable. In order to achieve the ambition and goals of VHL, we set targets at all levels of the organisation. It is important to be able to call each other to account for results without this being dama-ging to personal relationships. The employees are the most important capital of our organisation. As such, staff satisfaction is important to VHL. In order to achieve our ambitions, the configuration of the organisation will be connected with our profile. In teaching and research, multidisciplinary working is essential. This is also reflected in the structure of the organisation. In order to give proper shape to the profile, we want to achieve synergy in the manage-ment of teaching and research. We work with real assignments, featuring close cooperation between the professional field, teaching and practice-oriented research. This means that we need to be able to operate in networks. There may be differences in the teaching and research portfolios between locations. However, these all contribute to the joint profile of VHL.

VHL has a single VHL policy framework for all policy areas, which is applicable to all locations. The faculty staff are responsible for achieving efficient and, where relevant, standardised and uniform work processes in consultation with the primary process. VHL University of Applied Sciences aims for the simplest possible management structure, with each employee having one immediate superior. Respon-sibilities are devolved to the lowest possible level within the organisation, within a clear framework. A necessary condition in this regard is that at every level, those with responsibility can count on the required authority, resources and support. Knowledge about content lies with the study programmes teams; this is therefore also where responsibility for develop-ments in the content of teaching and research must lie. These teams are responsible for results. This means there is an individual and joint responsibility for the results to be achieved. In this regard, the Planning & Control cycle is the mechanism of management and accountability within VHL. In 2014, the above will be worked out in the management philosophy of VHL and in a plan for the configuration of the organisation.

We will be guided by our core values in deciding how

we want to relate to one another at VHL University

of Applied Sciences. In order to achieve our ambitions,

the configuration of the organisation will be connected

with our profile, with teams responsible for results.

10. Organisation

2120


OrganisationOrganisation


TeachingAll our study programmes have 3 AISHE stars

Star acquired 1 January 2018

VHL as institution in the Dutch Guide to Higher Vocational Education

Top 5 In 2017

Average score for insti-tution in the National Student Survey

3,8 In 2017

Total number of students 4500 31 October 2017

% Foreign students 15% In 2017New teaching concept Plan ready

Start imple-mentation

1 September 20141 September 2015

Customer satisfaction with post-bachelor’s activities

70% ‘satisfied’ In 2017

Quality of each study pro-gramme is ‘good’ in accor-dance with our definition

Study pro-gramme scores positively on all indicators

In 2017

Recruitment plan Plan ready 1 January 2015

OrganisationGovernance philosophy Plan ready 1 March 2014Organisational structure Plan ready

Organisation structured in accordance with plan

1 March 2014 1 September 2014

FinancialSolvency 30% End 2015Liquidity based on current ratio

0,5-1,5 Throughout plan period

ResearchTurnover on orders from business, government agencies and civil-society organisations

At least 15% of the total turn-over of VHL

In 2017

Development of quali-tative and quantitative indicators for research

Implementation of indi-cators

Research framework ready

Implementa-tion in P&C cycle

1 September 2014

Start 1 September 2014

International focus of research and its connec-tion with teaching

Internationa-lisation frame-work ready

Participation in at least one European sub-sidy project Growth of the number of international students at all locations

1 September 2014

In 2016

SupportprocessesandoperationalmanagementCorporate Social Responsi-bility quality mark.

‘Entry’ level‘Certified’ level

In 2014 In 2017

BREEAM certificate for sustainable regional development.

Certificate obtained

In 2017

Teaching/support staff ratio including agency staff

2,6 Through-out plan period

Summaryofmostimportantassumptions

General:• The 2014 budget has been taken as the starting

point for the years 2015-2018;• the expectation is that the minimum solvency

norm set internally of 30% will be achieved by the end of 2014. For this reason, the results from 2015 onwards have been budgeted at zero;

• increase in student numbers of 0.5% per year.

Revenue assumptions:• That revenue from rental will remain the same

in the years 2015-2018 as in the budget for 2014;• that turnover on contract activities will be main-

tained at the level of the 2014 budget in the years 2015-2018;

• that direct government funding will fall sharply in 2016 as a result of the cuts to the budget for Higher Education in Agriculture by the Ministry of Economic Affairs.

Cost assumptions:• That staff costs for teaching staff will rise/fall

linearly in line with turnover;• that further opportunities for efficiencies in staff

costs for the staff services will be explored;• that the costs of practical learning will fall year-

on-year so that in 2018 only a limited proportion of out-of-pocket costs will remain. The other activities can be covered by existing staff/will no longer be purchased;

• that general costs will change linearly in line with turnover, with the exception of accommodation costs, for which the level of the 2014 budget will be maintained.

VHLmulti-yearbudgetfortheyears2014-2018Inamountsx€1.000 Annualaccounts Forecast Budget Estimate

2012 2013 2014 2015 2016 2017 2018 Revenues- Contract research- Direct government funding

& tuition fees- Other income

6.78340.338

2.985

9.28142.130

2.628

8.46542.796

2.869

8.46543.562

2.854

8.46538.271

2.934

8.46538.461

2.931

8.46538.651

2.928

Totalrevenues 50.106 54.039 54.130 54.881 49.670 49.857 50.044

Costs- Staff costs- General costs- Specific costs

30.72315.276

2.671

31.71315.995

4.584

33.51215.796

3.832

34.83115.902

3.982

31.66714.235

3.630

31.79314.336

3.630

31.94514.379

3.630

Totalcosts 48.670 52.292 53.140 54.715 49.532 49.759 49.954

Operatingresult 1.436 1.747 990 166 138 98 90

Financialincomeandexpenditure -164 -197 -176 -166 -138 -98 -90

Netresult 1.272 1.550 814 0 0 0 0

11. Summary of objectives and critical performance indicators

Appendix VHL multi-year budget for the years 2014-2018

A number of components still need to be worked out in policy, which will involve a more detailed definition of the critical performance indicators (CPIs).

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Appendix VHL multi-year budget for the years 2014-2018Summary of objectives and critical performance indicators


LeeuwardenAgora 1Telephone +31(0)58 284 61 00

VelpLarensteinselaan 26aTelephone +31(0)26 369 56 95

WageningenDroevendaalsesteeg 2Telephone +31(0)317 48 26 30

[email protected]


7707.nl.0.o.institutional plan-2014-2017

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