CONTENTS
SECTION 1 SUMMARY ......................................................................................................................... 2
SECTION 2 EDUCATION ....................................................................................................................... 4
SECTION 3 INTERNATIONALISATION................................................................................................. 10
SECTION 4 RESEARCH........................................................................................................................ 14
SECTION 5 STAFF AND HOUSING ...................................................................................................... 19
SECTION 6 FINANCES ........................................................................................................................ 22
APPENDIX 1 FINANCIAL TABLES ........................................................................................................ 25
1
SECTION 1 SUMMARY
The budget for 2016 is based on the policy lines that the faculty laid down in the agreement until
2018 and follows on from the ESHCC annual report compiled in June 2015. It includes input from
the relevant department heads and directors of education, research and management.
The faculty has recorded its ambitions on three major themes for education between 2014 and
2018: internationalisation, educational development and a student-oriented approach. The
English-language streams in the General Culture Studies (started in 2014) and History (started in
2015) bachelor programmes should result in a higher intake for these programmes. The intake at
IBCoM will be increased in phases, and national and international marketing activities will
continue in 2016 and will be expanded using additional resources. Activities intended to enhance
the quality of education will also continue in 2016.
ESHCC implemented a great deal of new research policy during 2015 such as research strategy,
policy concerning scientific integrity, research quality assessments and policy concerning external
PhD students. We are submitting a large number of subsidy applications, and the faculty will
maintain the number of these applications during the coming years while simultaneously
endeavouring to increase the probability of their success. ESHCC is doing all in its power to obtain
greater publicity for research results and increase their impact among social stakeholders. In 2016,
the faculty will use the funds it receives through Sustainable Humanities to excuse lecturers from
part of their normal educational duties so that they can use the time to apply for subsidies
instead. These funds will also be used to attract university lecturers and doctoral candidates, and
to provide additional support in the preparation of European applications.
Enthusiastic and outstanding researchers are essential to enable us to attain our strategic
objectives in the field of education and research; these researchers will be supported by a limited
number of highly-qualified staff. The faculty is mainly recruiting international staff and introducing
programmes focusing on English and intercultural skills for the limited number of vacancies to
enable our present academic and support staff to develop such skills. The faculty is on schedule
with respect to implementing the cutbacks in support staff, and procedures for increasing
educational support will be more efficiently organised by making full use of the available IT
systems. Although the male-female ratio among academic staff is well-balanced, this is not the
case with respect to support and management staff; we did not succeed in recruiting any suitable
male candidates to fill the five relevant vacancies in 2015.
The reorganisation at the History Department has been completed, which will ensure that positive
results will once again be achieved for this department in 2016. The international stream at the
Arts and Culture Studies Department will be rolled out further, and we have recruited additional
university lecturers to perform the extra educational duties. The results at the Media &
Communications Department are negative due to the fact that IBCoM has been incorporated into
2
the regular allocation model; as agreed, this will be charged to the reserve already earmarked for
this purpose. The results at ESHCC for 2016 are estimated at EUR -1,733k. The result for 2017 is
lower than originally planned, due to the investment in the international streams. The earmarked
reserves are sufficient for this. However, we expect to be able to spend the funds for Sustainable
Humanities for these additional expenses. The long-term development is balanced; we forecast a
EUR 110k result for 2018.
Summary in K€
2016
2017
2018
Personnel costs
Other costs
8407
2278
7897
1863
7724
1793
Budget
Other income
7849
1103
8246
852
8900
727
-1733
-662
110
Result
3
SECTION 2 EDUCATION
2.1 Objectives
Our ambitions are formulated in accordance with three main themes in the 2014-2018 faculty
education policy plan: internationalisation, educational development and a student-oriented
approach. In this connection, the focus was on performance-related agreements, the agreements
in the covenant, EUR’s strategic objectives and our own policy aims. With respect to the objectives
that come under Internationalisation, please see Section 3. The objectives relating to the other
themes are given below, together with a brief description of the current state of affairs.
Educational Development
- Further improving the quality of education by increasing study choice activities,
professionalising lecturers, introducing peer reviews among lecturers, frequent formative
testing for all courses, interactive small-scale tutorials in as many courses as possible and
devoting greater attention to scientific integrity in education.
This objective has not been SMART formulated, but on the basis of the results of the 2015
National Student Survey (NSE), we may conclude that students can see further improvements
in the quality of most programmes. All the measures specified in the foregoing are being
implemented.
- Achieving a solid and stable student intake across the faculty’s entire width. The following
target figures apply to each study programme: (N.B.: the figures refer to the total intake, not
the count made on 1 October).
Study
13/14
14/15
15/16
16/17
17/18
18/19
programme
B History
80
75 (65)
75
90
90
90
M History
45
35 (43)
35
35
35
35
B General
40
75 (127)
75
90
90
90
Culture
Studies
M Art &
59
100 (75)
100
100
100
100
Culture
Studies
B IBCoM
172
175 (181)
200
200
225
225
M Media
122
150 (118)
150
150
175
175
Studies
M Media
9
15 (13)
20
20
20
20
Studies
(research)
In column 14/15, the intake figures achieved for that year are given in brackets.
In view of developments in enrolments for international bachelor programmes, we based this
estimate on the following intake figures:
4
Estimated student intake used for budget 2016-2018
= budgetyear
2015/2016 2016/2017 2017/2018
2016
2017
2018
B History
M History
B General Culture Studies
M Art and Culture Studies
B IBCoM
M Media Studies
M Media Studies (research)
100
45
115
75
200
125
13
100
45
115
80
200
150
15
100
45
115
90
225
175
15
-
Improving graduation rates in the bachelor programmes.
- Percentage of re-enrolling students (1st year Higher Education) in the 2nd year for the same
BA study programme amounts to 75% for all BA programmes.
- Four-year graduation rate (graduation rate of re-enrolling students after 3 years) is 85% for
all BA study programmes.
With respect to the 2013 cohort, History and IBCoM meet the first target with 76% and 84% of
re-enrolling students respectively. General Culture Studies does not meet the target (55%), but
the percentage of re-enrolling students was 79% for the 2012 cohort. With respect to the
second target, the 2009 and 2010 cohorts for General Culture Studies and IBCoM easily
reached the target, but History lagged behind in both these years although it has improved
since then (from 56% for the 2009 cohort to 69% for the 2010 cohort).
-
Improvements in graduation rates in the master programmes.
- Master graduation rate after 1 year is 65% for all MA study programmes.
- Master graduation rate after 2 years is 85% for all MA study programmes.
- The same graduation rates apply to the Research Master study programmes after 2 and 3
years respectively.
These percentages were not attained in a number of programmes. The results after 2 years are
closer to the target rate of 85% than the results after 1 year.
Further integration of ICT into education, with all courses making use of ICT in multiple ways.
This is currently undergoing development; an inspiration session has already been organised
for the ESHCC faculty members.
Further development of innovative activating types of work.
This is currently undergoing development.
Developing new programmes within existing study programmes.
IB History has been developed and will be offered with effect from September 2015.
Increasing exchanges between ESHCC study programmes.
We have already started exchanging best practices. Greater collaboration among support and
management staff has taken actual shape with respect to internship coordination and alumni
policy.
Achieving greater collaboration with related study programmes at EUR.
-
-
-
5
-
-
The dean and the Director of Education are directly involved in the development of the
extended/innovative bachelor programme and the focus is on collaboration among various
faculties.
Achieving greater collaboration with related higher professional education (HBO) programmes
in the region.
Collaboration with Codarts has been established at the Art and Culture Studies Department.
Achieving greater collaboration with companies and entrepreneurs.
Intensification of collaboration with the business sector is taking shape in the current
enlargement of the international internship network, particularly at IBACS and IBHistory. The
curriculum advisory committees have been forging links between the business sector and study
programmes for quite some time.
Student-oriented approach
- Achieving above-average student satisfaction, as is evident from a total NSE (National Student
Survey) score of at least 3.5 on a 5-point scale.
ESHCC obtained a high score in the 2014 NSE (IHA study 3.92, pleasant atmosphere in the
programme 4.25, recommending the programme to others 4.22). The faculty results for 2015
have not yet been worked out, but we have calculated the overall figures for the BA
programmes: History 4.3, General Culture Studies 4.1, IBCoM 3.9.
- Achieving relevance to the labour market as evidenced by the consistently relatively high
score on the NSE, among other things.
Although the score in the 2015 NSE is higher than that for 2014, it still does not attain the 3.5
target and is lower than the national and EUR average.
- Increasing contact time to a minimum of 12 hours a week for BA-1 starting in 2015.
IBCoM 14.9, General Culture Studies 12.7, History 11.0.
- Providing more explicit attention to students with study problems and impairments.
We are devoting a great deal of attention to this during e.g. introductory get-togethers and
training courses for mentors and study advisors.
- Maintaining availability of and participation in outstanding faculty education: ensuring that
10% of the ESHCC student population, spread across General Culture Studies, History and
IBCoM, participates in an honours programme in one of our bachelor degrees by 2018.
Based on the number of re-enrolments after 1 year of the 2012 cohort, this objective was
amply attained in 2013-2014 with an average of 16% (General Culture Studies 18%, History
35%, IBCoM 12%).
- Maintaining the proportion of ESHCC students participating in the Erasmus Honours
Programme; achieving a minimum of 10% by 2018.
5 out of the 25 participants were from ESHCC in 2015, which is 20% of the total number of
participants.
- Devoting greater attention to themes such as entrepreneurship, intercultural collaboration
and corporate social responsibility in study programmes.
During 2015 and 2016, lecturers will be invited to take part in the ‘International (or
Intercultural) Classroom’ course. We anticipate that the knowledge they gain during this
course will definitely result in the implementation of new work forms in which intercultural
collaboration will be one of the themes.
- Achieving greater collaboration with social organisations.
6
2.2 Strategic decisions
Generating sufficient intake is one of ESHCC’s major objectives. We have drawn up and
implemented a marketing plan for the History programmes - with use of additional resources that focuses on approaching interested parties proactively. The introduction of IBACS - the
English-language stream in the General Culture Studies bachelor programme - resulted in a
considerably higher intake in 2014. We anticipate the same for History in 2015, with the start of
the IBHistory English-language stream. We will continue our marketing strategies in 2016 and
enlarge them to include other programmes. Besides intensifying our recruitment activities on the
international market (see 3.2), we will continue to also focus on the Dutch market.
We are working on ‘Quality and Successful Studying’ in various ways. The History Department has
implemented a new BA-1 curriculum with intensive serial education. The interim BSA results show
that this innovation has had a positive effect on BA-1 graduation rates. The new BA-2 programme
and the English-language stream in BA-1 will both start in September. These educational
innovations mean that additional investments have to be made. The same applies to programmes
at the Art and Culture Studies Department, where we are investing in collaboration with
professional art programmes and institutions in the art and culture sector as well as in
internationalisation in order to enhance the content of the programmes.
Online education and blended learning is a relatively new item on the agenda. We have invested a
great deal of time lately in developing a MOOC on serious gaming. And we are hoping to start up
other initiatives in the same field in 2016 that follow on from the ‘Online Learning’ strategic
programme. Lecturers will be given the opportunity to attend workshops and develop online or
blended courses, and they will be excused from all or part of their normal duties in order to do
this. We will encourage lecturers to attend meetings - at the faculty and outside it - where best
practices are shared.
As far as outstanding education is concerned, the objectives set have been attained with respect
to participation in the honours programmes at the faculty and in the EUR honours programme. No
new initiatives have been planned in this connection, although we will be focusing students’
attention on the Philosophy Double Degree to an even greater extent.
A survey was recently conducted among alumni, and on the basis of this analysis, plans will be
drawn up to extend the alumni network even further and improve the alumni website.
With respect to tests, the Examining Board has made a start on guaranteeing quality by carrying
out random tests in conformity with the testing protocol, and it has also been devoting a lot of
attention to fraud and plagiarism lately. We will be streamlining the relevant processes as well as
access procedures during the coming year. Developments in the Digital Testing project are being
followed with great interest. An external member will join the Examining Board on 1 September
2015.
2.3 Distribution of resources among the relevant activities
7
Our strategy will be further optimised in Autumn 2015 as a result of our experiences and the
effect of our additional marketing efforts. This means that extra resources will be required in
addition to the existing staff complement.
Further investments will be made in fostering lecturers’ expertise in respect of interactive and
activating education, either as part of the Basic Education Qualification (BKO) or otherwise. Other
items on the agenda include training and development of online education and blended learning,
as well as ‘teaching and learning in an international classroom’. We will examine each situation to
see whether temporary replacement education would be an option to compensate for the time
that lecturers invest in training and educational development.
With respect to testing and the Examining Board, resources will be earmarked for the ‘Turn-it-in’
plagiarism programme, for digital testing on a modest scale and for the fee for the external
member of the Examining Board.
Resources will also be earmarked for setting up an alumni network and improving the alumni
website.
2.4 Use and time planning
- Although the intake figures for the History bachelor programme gave us cause for some
anxiety, the introduction of the new English-language stream and our intensified marketing
strategy seem to be attracting new target groups.
- The percentage of re-enrolments for the 2013 General Culture Studies cohort was 55% (with a
target percentage of 75%), but since the interim BSA results for the national and international
2014 cohort are favourable, we may cautiously assume that the above was a one-off drop
only.
- Although the 4-year graduation rate for History is too low, we anticipate that the measures
taken (including alterations to the content of the programme, a serial education model in BA-1
and increasing the number of interim tests) will result in improvement. Of course,
implementation of these measures still has to fit in with the available time for educational
activities.
- The graduation rates for master’s programmes after 1 year are lower than before. This could
be explained by the fact that more students are taking two years to complete their study
programmes, or doing two master programmes at the same time or postponing their
graduation in order to complete another internship. The graduation rates may improve from
now on, because we are now able to carry out stricter selections at the start of the master
programmes.
The new Study Advance Act (http://www.rijksoverheid.nl/onderwerpen/studiefinanciering/vernieuwdestudiefinanciering) may also have an impact on students’ study behaviour when it comes into
force.
- The results of the NSE student survey show that our students are not always happy with the
preparation for their future careers. This also applies to students following similar
programmes. We will consider this point after analysis of the survey recently held among our
alumni and the curriculum surveys. In any event, we will also seek alignment with the
initiatives taken on the basis of the strategic agenda.
- Online education is still in its infancy, and we have decided to develop it gradually, with the
aid of motivated lecturers who can play a pioneering role in this respect.
- Our aim is to improve the functioning of the Programme Committees.
8
2.5 Adjustments and uncertainties
The staff complement is limited (for academic and support staff alike) and pressure of work is
high, especially in view of additional efforts required for e.g. internationalisation, curriculum
revision and developing online education. This means there is a risk that people have very little
time or motivation for training activities and innovative projects. However, we will be able to fill
one or two new Assistant Professor positions at the Art & Culture Studies Department in the near
future.
9
SECTION 3 INTERNATIONALISATION
3.1 Objectives
The objectives listed below have been formulated in respect of internationalisation in the faculty
education policy plan for 2014-2018. These objectives take performance-related agreements, the
agreements in the covenant and EUR’s strategic objectives into account. The current state of
affairs is given for each objective.
-
The percentage of non-Dutch students in the English-language programmes for each bachelor and
master programme should be at least 40%.
The intake figures for the 2014-2015 cohort show that this objective has been attained for the
bachelor programmes, although not yet for all master programmes.
- IB Communication and Media (IBCoM): 41%
- IB Art and Culture Studies (IBACS): 54%
- MA Global History and International Relations: 17%
- MA Cultural Economics & Entrepreneurship: 65%.
- MA Art and Culture Studies: 29%
- MA Media, Culture & Society: 61%
- MA Media & Business: 51%
- RMA Media Studies: 8%
-
Our aim is to increase diversity in the international intake.
The intake of students in the bachelor programmes is exceedingly diverse. At IBCoM, there are 30
different nationalities and a total of 77 non-Dutch students, 33% of whom are from a non-EEA
country. At IBACS, there are 16 different nationalities and a total of 37 non-Dutch students, 43%
of whom are from a non-EEA country. This is variable in the master programmes. In particular,
Cultural Economics and Entrepreneurship and the English-language programmes at Media
Studies have students from many different countries.
-
The percentage of non-EEA students should increase from an average of 7% in 2013 to an average of
12% in 2018.
68% of the total number of students who enrolled in 2014 were Dutch, 21% were from an EEA
country and 11% came from a non-EEA country.
-
Continuing internationalisation of the curricula (content).
All departments are working towards enhancing the curricula’s international profile.
-
Offering an English-language stream in all programmes by 2016, insofar as this is not yet the case at
present.
Insofar as they are not entirely in English, all programmes should offer at least one Englishlanguage stream in any event (IBHistory starts in September 2015). The number of transfer
programmes in English has also been increased.
-
All lecturers giving English-language education must be at C1 level.
Although this is currently the case for the majority of lecturers, it does not yet apply to all.
-
Increasing student mobility (exchanges, summer school or internship) with the following target
figures: BA General Culture Studies: 30%; BA History: 15%; IBCoM: > 50%.
This objective has been attained at IBCoM, but not yet at General Culture Studies and History.
-
All students in their second and subsequent years of all BA programmes should participate in an
‘international classroom’ at least once a year.
This objective has been attained in full for all programmes.
10
-
Improving ISB scores relating to ‘Learning and Career Services’. The average score for this subject
should be at least 3.0.
With respect to ‘Learning’, the 2014 ISB score complies with the standard we have set (3.17),
although it does not yet comply in cases that specifically concern Careers Advice (from 2.28 in
2013 to 2.52 in 2014).
-
Intensifying international collaboration.
At present, we do not have sufficient insight into this. We are awaiting a tool that measures
current activities in this respect (such as questionnaires for staff), which will be made available at
central level at some stage. Based on this baseline measurement the objective will be specified
further.
-
Increasing international staff mobility
The specifications given in point 10 apply here too.
3.2 Strategic decisions
ESHCC has made considerable efforts to increase internationalisation lately, in which we are
focusing on all aspects of the strategic programme. IBCoM was even awarded a special hallmark
for Internationalisation in October 2014.
We have carried out a great many additional activities in connection with marketing in order to
recruit students for our international programmes. Thanks to a one-off subsidy from the Executive
Board for a marketing plan for BA History, a large number of internationally-oriented marketing
activities could be implemented such as entering into relations with counsellors at international
schools in the Netherlands and abroad, a Customer Relationship Management system, Google
marketing, more intensive use of social media, Contact a Student and other recruitment activities.
We have increasingly personalised our approach to potential students who have shown interest by
proactively making telephone calls and sending digital newsletters.
The figures for preliminary enrolments are optimistic. As was the case at IBACS last year, the new
IBHistory English-language stream has resulted in a considerable increase in enrolments for BA
History and IBHistory.
A small percentage of the international students has made use of the Excellence Scholarships for
non-EEA students and the Holland Scholarships.
Internationalisation of the programme content is increasingly taking shape. The international
dimension is being enhanced in the new English-language BA streams in particular, and themes
are being discussed from an increasingly internationally comparative point of view. At IBCoM, a
number of lecturers from different countries are employed on various courses at the same time in
order to give different perspectives.
We are currently holding workshops for lecturers and will continue to do so in the future in order
to make full use of the opportunities offered by an international or intercultural classroom.
An international and interdisciplinary minor on fashion that involves the three ESHCC departments
is being developed. Furthermore, the History Department is investigating the possibilities of a
strategic partnership with other European universities in connection with economic globalisation.
3.3 Distribution of resources among the relevant activities
Our strategy will be further optimised in Autumn 2015 as a result of our experiences and the
effect of our additional efforts in respect of international marketing. This means that extra
resources will be released for Google marketing, in addition to the existing ones.
11
Making the best possible use of the cultural capital contributed by our international staff and
students means that lecturers will need to develop new insights and competencies. Targeted
training courses (Teaching in an International Classroom) will help them achieve this. To this end,
additional resources will be earmarked in addition to the resources provided by Sustainable
Humanities for this purpose.
One of our major objectives is, and always will be, increasing the intake of non-EEA students.
ESHCC will provide resources for the excellence scholarships as it did during the past few months.
The existing mentor programmes in the History and General Culture Studies bachelor programmes
will undergo further development. The programme for international IBACS and IBHistory students
requires a different set-up, and additional resources will be earmarked for developing and
implementing this.
3.4 Use and time planning
ESHCC has devoted a great deal of time and attention to internationalising education, and we are
therefore able to say that the majority of objectives will already have been attained well before
2018. However, there is still room for improvement, possibly in respect of the following:
-
-
-
-
-
-
International intake is going according to plan, and only the Global History and International
Relations and Arts, Culture and Society (ACS) master programmes are lagging behind. We
anticipate that our extra marketing activities, including Google Marketing, will bring about
change in this respect. But we should remark here that preliminary enrolments for the ACS
master programme are already giving us cause for optimism.
The average percentage of non-EEA students is currently 11%, and our target is 12% or more.
This requires targeted marketing activities and continuing to provide non-EEA students with
grants.
The percentage of exchange students at History and General Culture Studies has not yet
reached the desired level. However, we anticipate that this percentage will increase in the
near future as a result of fostering more exchanges at an earlier date, offering more
international internships, and the fact that an increasing number of international students
seem to have a more positive attitude towards spending part of their study programme
abroad (compared to Dutch students).
In some cases, the international and intercultural nature of the programmes’ substantive
profile should be emphasised more strongly in the courses’ learning objectives and exit
qualifications.
Although the History Department has taken the first steps towards internationalisation, there
are still not very many staff members with an international background. We will be devoting
attention to this point when recruiting new staff.
On the whole, international staff mobility could be greater, but resources are limited due to
pressure of work in the individual programmes.
3.5 Adjustments and uncertainties
- Our lecturers’ mastery of English has not demonstrably reached the required C1 level in all
departments. At present, we are not demanding this of all lecturers in the History
Department due to high work pressure. The faculty development plans relating to HR include
the requirement for all lecturers to attain C1 level at least during the next three years. New
lecturers are required to have C1 level immediately, sometimes even C2.
12
-
-
-
-
One major cause for concern at IBCoM is that the enrolment deadline for programmes with
an intake restriction has been brought forward from 1 May to 15 January. We fear that this
will have an adverse effect on the intake quantity and on a balanced composition of the
international classroom. This topic has already been discussed with the executive board in
Spring 2015 and OOS has taken notice of it too.
A decrease in work pressure for staff is essential in order to increase international
cooperation and staff mobility. In addition, we are eagerly awaiting the tool that will be
provided at central level and will enable us to analyse current activities in this respect.
It is essential to continue the marketing activities we have already started in order to ensure
a stable international intake. However, the available workforce is extremely limited.
The English-language streams in IBACS and IBHistory are being developed without any
additional resources, and this is taking its toll on the incumbent academic and support staff.
Additional resources are absolutely imperative for making a contribution to the broad and
innovative bachelor programmes.
The increasing internationalisation of programmes at other Dutch universities constitutes a
risk factor for our own intake, since this may undermine our competitive position.
13
SECTION 4 RESEARCH
4.1 Objectives for research and social impact
1.
The aim of activities in the field of research is to ensure top-quality research with
corresponding results which are socially relevant wherever possible and which result in a
viable situation for the faculty. We will seek to attain a world leading qualification wherever
possible.
To this end, the Strategy enhancing scientific quality, academic reputation and productivity
(March 2015) and the Research Quality Assessment System (March 2015) were adopted in 2015.
This fits in with Research Objective 1 in the Covenant.
Increasing administrative burdens and extra educational tasks are affecting the available scope for
research.
2.
Our second aim is to ensure that research is carried out in conformity with the
requirements for scientific integrity.
We took major steps towards ESHCC policy on scientific integrity in 2015, and this will be adopted
later on in 2015. Activities that anticipate adoption of this policy have been carried out as well.
This fits in with Research Objective 1 in the Covenant.
3.
ESHCC has set itself a target for attracting, retaining and developing talent.
The qualification HR Excellence in Research was awarded throughout EUR in 2014. In this
connection, an Action Plan has been drawn up in which extra attention will be devoted to
Strategic HR development for Career Policy during the next few years.
ESHCC has been satisfactorily working with a monitoring system for PhD students for several years
now. We adopted a policy in 2015 to ensure that this system applies to external PhD students as
well. This policy differentiates between external PhD students without a grant, external PhD
students with a grant and PhD students with an appointment at another university who are doing
a double or combined degree programme.
With respect to the training component, we are cooperating with a number of national research
schools and the Erasmus Graduate School of Social Sciences and the Humanities.
ESHCC started evaluating lecturer-PhD student projects in 2015.
This fits in with Research Objective 2 in the Covenant.
4.
It is important to raise funds for research on the basis of other flows of funds in order to
supplement direct funding. This will result in the following:

An increase in research and education capacity. The latter will apply because PhD
students can be deployed for educational purposes for up to a maximum of 20% of
their weekly working hours.

Opportunities for training young talent

It will ensure prestige and therefore a better basis for recruiting additional funds.
14
A requirement concerning recruitment of subsidies has been included in the above-mentioned
Research quality assessment system. This will guarantee a continuous stream of applications for
subsequent years. We intend to direct this to a greater extent in order to increase our chances.
In 2014, resources from Sustainable Humanities were used to place more time at researchers’
disposal (incentive scheme) to enable them to work on subsidy applications. In 2015, an
evaluation of the results and monitoring process is being carried out on all projects submitted.
This evaluation will devote specific attention to projects applied for on the basis of incentives
conferred.
Additional activities carried out in 2014 and 2015 in order to recruit external funds include funding
newsletters (together with a calendar with deadlines for relevant funds), providing information on
funds during History and ERMeCC departmental meetings, VENI training in collaboration with the
Graduate School of Social Sciences and the Humanities, and feedback on applications. This fits in
with Research Objective 5 in the Covenant.
5.
ESHCC has set itself the target of obtaining an accurate picture of all its academic and nonacademic cooperative partners by 2016. Collaboration and network building with topquality partners constitute an essential requirement for ensuring high quality,
interdisciplinary research and social relevance. This includes vulnerable groups such as
migrants and refugees, who do not possess a great degree of organisational ability. We
know from experience that working with reliable partners is extremely important.
ESHCC staff are cooperating with academic and non-academic partners to an increasing
extent. The section headed “Impact” shows how this is being done with respect to key focus
areas designated by the faculty. Various subsidy funds such as the Creative Industry fund
and European Societal Challenges have created an incentive for entering into collaborative
ventures. Moreover,

it has long been part of ESHCC and departmental policy to encourage this by releasing
funds for attending conferences;

faculty staff are able to take advantage of the opportunity to submit ESHCC incentives
and SNIP applications that foster cooperation with partners outside the university.

The LDE Centre for Global Heritage has created a context for working together at LDE
level.
The above fits in with Research Objectives 3 and 4 and Social Impact and Valorisation Objective 1
in the Covenant.
6.
ESHCC has set itself the target of ensuring that its research results are more visible by 2018,
and that the impact on social stakeholders has increased.
A strategic meeting on the impact of publications was already held in 2014, and input from these
meetings has been included in the strategy memorandums.
The Strategy enhancing scientific quality, academic reputation and productivity (March 2015)
devotes attention to Open Access publishing, while a requirement concerning Open Access was
included in the Research Quality Assessment System (March 2015).
15
Communication plans have been drawn up in connection with various subsidy applications which
can serve as an example for other projects. This fits in with Social Impact and Valorisation
Objective 1 in the Covenant.
In order to attain this objective, the faculty strategy will be coordinated with the strategy for the
entire institution and the valorisation indicators specified in this strategy. This coordination will
take place in 2016.
4.2 Strategic decisions
Prioritisation is as follows:
1.
2.
3.
4.
5.
6.
Policy focusing on increasing academic quality and impact. Completed: implementation and
monitoring (baseline measurement in 2015).
Policy focusing on fostering scientific integrity, including specific attention for supervision of
external PhD students and data management. Completion scheduled for 2015.
Evaluation of results and monitoring process for subsidy proposals submitted. Completion
scheduled for 2015; this will form the basis for a strategy document for recruiting indirect
funding and third flow of funds, which will commence in July 2015.
Evaluation of lecturer-PhD student projects. To start in September 2015
Listing cooperative partners. Completion scheduled for 2016
Strategy for increasing the impact of research results among social stakeholders.
Completion scheduled for 2016
In addition to implementing existing policy and developing new policy, we need to devote
attention to subsidy applications all year round. Policy information requested as a result of these
funds will also contribute to formation of ESHCC policy wherever possible.
A mid-term review focusing on a vulnerability analysis has been postponed until the spring of
2016.
4.3 Distribution of resources among the relevant activities
Staffing is available as follows for the development of policy, support when granting subsidy
applications and preparing the visitation: 0.1 FTE for the research director, 0.8 FTE for the
research policy assistant, 0.25 FTE for the controller and 0.5 FTE for administrative work. See also
point 3 under Sustainable Humanities below.
We anticipate that resources will be released for Sustainable Humanities. ESHCC has expressed its
intention of using these resources for the following:
1.
2.
3.
Attracting and appointing PhD students and temporary assistant professors who have
recently obtained their doctorate
Excusing researchers from their normal duties to enable them to apply for research
subsidies, and forging links with civil society organisations.
Moreover, additional support is required for the preparation of European subsidy
applications.
The indirect costs of the European subsidy applications granted will benefit faculty staff by
supporting activities relating to current European applications as well as to applications for new
European applications.
4.4 Use and time planning
16
1.
2.
3.
4.
5.
6.
Adopting policy on the quality of research: yes (Covenant Research 1)
Diversity and internationalisation of staff: yes (Covenant Research 2)
Doctorate conferral rates: yes. Number of PhD students that obtain a doctorate: there is
room for improvement in the completion time (Covenant Research 3)
Recruiting young talent: room for improvement here - 8 new PhD students (scholarship or
lecturer) in 2013, 3 new PhD students (scholarship or lecturer) in 2014, and 6 new PhD
students (scholarship or lecturer) to date in 2015. (Covenant Research 2)
Opportunities for young talent to move up: insufficient (Covenant Research 2)
A balanced combination of income levels: yes. (Covenant Research 5)
Re 2: ESHCC employed two female professors at the end of 2012. The number of female full
professors had increased to three at the end of 2014,whereas the number of female special
chairs increased to three.There were no female associate professors at the end of 2012.
Two tenure track programmes were successfully completed in 2015 at the Media and
Communication Department, which resulted in two female associate professors joining us in
2015. (Covenant Research 2.2)
At the end of 2014, 30% of the academic staff at ESHCC were non-Dutch. (Covenant
Research 2.3)
Re 4: The first PhD scholarship students joined us during the course of 2014 and 2015: three CSC
students and one UNAM student. We exempted these people from payment of the
Graduate School fee;
Assisting ESHCC staff in approaching 30 external PhD students;
The PhD students for the REI application were recruited internationally (Covenant Research
2.1)
Re 5: There are limited opportunities at the faculty for PhD students (either from ESHCC or
otherwise) to move up to positions such as academic lecturer. During the past years,
associate professors could also be appointed at the Art and Culture Studies and Media and
Communications departments. The History department completed a reorganisation in 2014,
and this has severely restricted opportunities for moving up at this department.
In view of the limited placement opportunities, among other things, we will be re-examining
the ESHCC Tenure Track policy in close conjunction with institutional policy.
In 2016, resources from Sustainable Humanities will be used (ESHCC incentives) in order to
provide young talent with opportunities.
ESHCC has recorded the following in its strategy memorandum: “In order to advance the
ESHCC academic impact, it is important to promote possibilities to advance its members for
prizes and to pay proper attention and make visible the various accomplishments of ESHCC
members.” In this connection, we have successfully nominated a number of young and
talented people for prizes and participation in prestigious committees during the past years.
(Covenant Research 2.1)
Re 6: We currently comply with the 15% percentage from indirect funding and third flow of funds.
One point for attention is that during the past year, most of the projects awarded through
17
indirect funding and third flow of funds have been small ones. Two major projects have
been awarded in competition, although this is direct funding: REI and EUR Fellowships
We have planned an analysis of the subsidy applications submitted, which will include the
chances of the applications being granted. The results of the analysis will be included in the
subsidy strategy to be formulated. A number of elements of this are already described in
Covenant Research 5.
4.5 Adjustments and uncertainties
Risks
Failure to obtain subsidies applied for will result in the following:





Fewer opportunities for training young talent
Increased pressure on education due to fewer PhD students working in education
A drop in income on the basis of doctorate premiums
Fewer opportunities for staff to invest in research
A decrease in satisfactory research results.
This seems to apply to the History department in particular, where several large-scale projects will
finish in the near future.
With respect to deployment of additional resources for adjustment purposes, the faculty is largely
dependent on Sustainable Humanities.
Adjustments
Adjustments are possible on the basis of improvement plans to be drawn up. See prioritisation
under Strategic decisions. Sustainable Humanities’ promise to provide resources for 2016 and the
prospect of further such commitments in subsequent years will provide us with certain financial
resources for implementing ideas as well. One point for attention is that support capacity such as
policy relating to external PhD students is also required for facilitating and monitoring of the
policy adopted.
4.6 Impact or consequences
.
The prospects regarding doctorate conferrals for PhD students and lecturer-PhD students in each
department (following on from an average of two doctorate conferrals a year at each department,
Covenant Research 3), based on normal periods and transfers in 2015 are as follows:
PhD students and lecturer-PhD students
2015
2016
A&CS
2
4.5
2017
4.5
History
M&C
2.5
3
1
6
5
18
2018
1
SECTION 5 STAFF AND HOUSING
5.1 Objectives
Staff commitment and development is of tremendous importance to a knowledge-intensive
organisation like ESHCC. Enthusiastic and outstanding scholars and support by a limited number of
high-quality support staff are absolutely essential in order to attain our strategic objectives in
respect of education, research and valorisation. ESHCC is seeking to achieve a balanced staff
complement in respect of age, nationality and temporary or permanent employment. Media &
Communication and Art & Culture Studies have the greatest scope for further augmentation of
their staff. Staff policy focuses on recruiting and selecting the right employees and subsequently
supervising development of their talents. If staff members no longer fit in at the organisation, we
will help them obtain another position wherever possible.
During the next few years, ESHCC will be focusing on the following:
 recruiting international staff for the increasing number of international programmes
 enhancing staff quality through training
 increasing mobility among support and management staff
 ensuring more efficient organisation of education-supportive processes
 increasing collaboration with other faculties and the SSCs
5.2 Strategic decisions
ESHCC is focusing on recruiting outstanding scholars from countries other than the Netherlands.
We are closely monitoring staff development through clear performance-related agreements
made with all staff during the P&D discussions. The faculty will implement the new university P&D
policy. The faculty is investing in staff exchanges and training courses to raise the level of English
and increase intercultural skills. The new programmes and the number of vacancies have resulted
in high work pressure for the staff. Part of the Sustainable Humanities resources is being used to
attract more staff in order to reduce pressure of work.
87.125 FTEs of academic staff have been included in the 2016 budget, but the staff complement
will still decrease temporarily in 2017 and 2018 (77.04 and 73.22 FTEs) due to expiry of PhD
students’ contracts. Our aim is to maintain the same number of PhD students at the very least.
The fixed complement of support and management staff will remain at about 23.5 FTEs, and we
anticipate a temporary increase in this complement due to unforeseen absence (illness,
pregnancy) and subsequent takeover of duties.
Although the male-female ratio among academic staff is well balanced, the support and
management staff at ESHCC consists entirely of women. We have not succeeded in changing this
situation, even in our most recent recruitment efforts. At the end of 2015, we attained the
objective in the covenant stating that the percentage of women employed as associate professors
and professors must be maintained at the same level as the number of women on the reference
date (31-12-2012). We also attained the objectives relating to diversity of nationality; about 30%
of the academic staff is of non-Dutch origin.
The staff complement scope for support and management staff is limited, which means that it is
essential to organise the procedures as efficiently as possible. For this reason, the faculty is
investing in a supra-workforce position of education process manager between 2015 and 2016 in
order to ensure unequivocal organisation of processes and making the best possible use of
19
systems. Since the scope for support staff is limited, we are working more with student assistants
during peak times, and staff quality has become even more important. In 2016, we will be
investing in enlarging knowledge of the education systems among a larger group of support staff,
which will compensate for the vulnerability of the small staff complement.
Future increases in numbers of students will mean that more support for students is required,
certainly in view of the higher standards demanded by international students. The 2016 budget
allows for 1.2 FTEs temporary deployment in order to provide the additional support required. The
support activities will change in size and type of activities due to the increasing number of
international staff and students. The increase affects various support activities: admissions,
exchange, marketing, recruitment and selection, and consultations of student advisor and HR
advisor. Examples of additional support are the visum procedures, funding procedures for the
students and coaching of foreign students and staff. ESHCC offers a mentor programme for
students to help adjust to the education programme and to assist in the transition to Rotterdam
and the Netherlands. The international staff members are assisted by colleagues, their supervisor,
the secretariat and the HR department.
In November 2014, the faculty moved from the L Building to the Van der Goot Building. The
renovated building’s modern and open layout fits in well with the image the faculty wants to
project. Since the completion of the building the aftercare has taken quite some time and research
that was conducted for the RI&E shows that the internal climate is below official standards. ESHCC
anticipates that the EUR facility services solve these problems in 2015. The surface area for ESHCC
in the Van der Goot Building provides for an increase in the number of academic staff at ESHCC. In
2016, we will be investing in classrooms at M2B for the postgraduate part-time journalism
programme and the Media and Communication programmes in consultation with the Erasmus
Academy.
5.3 Distribution of resources among the relevant activities
The 2016 budget has resources for scientific staff vacancies and includes resources for training (3%
of gross salary of support staff and 0,5% of gross salary of scientific staff in first money stream).
The close monitoring of accumulated leave and the solutions for the workload by the Committee
for research and teaching workload 2015, cause the height of the leave reservation to remain the
same or reduce. The 2016 budget include withdrawals from the reservation for sabbaticals and for
replacement costs due to pregnancy leave.
Number of staff (from the annual report
ESHCC May 2015)
Ratio scientific staff / support staff
Ratio tenured / temporary contracts
Gender (m/f)
116,2 fte (student assistants included)
90,2 fte / 26 fte (support staff includes 0,6 fte
dean)
46 fte / 67,2 fte (student assistants included)
40,2 % M / 58,8 % F
20
5.4 Use and time planning
The faculty is on schedule in respect of implementing objectives relating to staff and housing. The
cutbacks on support staff have also been achieved as agreed. However, this has created a
problem, since the number of students increased by 8% between 2013-2014 and 2014-2015, and
we anticipate a further increase in 2015-2016. For this reason, the faculty intends to temporarily
deploy additional support in order to provide support to the increasing numbers of students.
5.5 Adjustments and uncertainties
The uncertainties in the personnel costs are the additional replacement costs when illness or
pregnancies occur or a decrease in personnel costs when the recruitment of new personnel takes
longer. The housing costs are related to the number of staff (related to 1st money stream) and will
be looked upon again in 2016.
21
SECTION 6 FINANCES
6.1 Budget figures
We based the compiling of our budget on the present staff complement first of all, and compared
it with the intake anticipated for each of our programmes. On the basis of this, we established the
necessary staff complement by adding vacancies, and we subsequently compared this with the
budget we anticipated. This has resulted in a total overview for each department with the addition
of the remaining revenues and charges (staff and materials).
The budget was fixed by the performance at the departments * the prize from the EUR allocation
model to be shared among the departments. The non-performance-based allocations (education
and research policy) and removals of surplus cash (transfer of direct funding and restructuring)
will be divided among the departments in proportion to their performance. Part of this will then
be set aside for the faculty facilities and the dean’s scope for policy-making. The costs of the
faculty office, dean and management, and all costs which are very difficult or even impossible to
allocate to a separate department (Faculty Advisory Board, office supplies, photocopying
machines, etc) come under the heading of faculty facilities.
We have discussed our intake expectations during talks with the dean and the management
(directors and heads of department). These have been realistically estimated.
The multi-annual budget was also fixed in the same manner. The departments, including faculty
facilities, will have to ensure that their operating results are sufficient (1%). An exception has been
made for IBCoM until the end of 2017 due to classification in the regular allocation model.
The following changes occur with respect to the 2014 realisation:
* decrease in the budget due to classification of IBCoM in the regular funding
* decrease of staff costs due to carrying out a reorganisation at History
Compared to the last multiannual budget compiled, we see the following major changes:
* increase in material expenditure due to additional marketing and communication costs
* increase in setoffs at EUR because more items are estimated, such as the minors, and also due
to increases in housing expenses
* decrease in the budget due to classification of IBCoM in the regular budget
* decrease in staff, mainly due to expiry of project contracts
22
The budget to be authorised consists of the following items:
History
Higher intake
Non-EEA
HBO College-fees
DGW
TOP-REI M&C
TOP-REI History/A&CS
Dean's Office
Totaal still to be authorized
A&CS
30
79
PM
M&C
-1
203
PM
20
IBCoM
17
131
PM
40
Facilities
33
300
Total
0
0
16
79
713
0
450
213
92
16
376
1563
PM
30
213
360
92
221
242
391
333
6.2
Austerity package
The general cutbacks are incorporated into the allocation model as specified in the foregoing.
The austerity package in terms of FTEs for the general overhead has meanwhile been achieved,
and the one for education and research facilities is scheduled as described in Section 5.
6.3
Investments
No large-scale material investments can be expected at the faculty. Most of the accommodation
including furniture was modernised in 2014. The anticipated staff increase at M&C was already
included on relocation to the M Building. Any such increases at History and Art & Culture Studies
will have to be dealt with by making more efficient use of the existing space, in view of the
additional amount the faculty already has to pay due to the more than exemplary use of space.
Computers are being replaced at a continuous rate every year. The faculty has no depreciation
charges.
Investments in project-based activities are described in Sections 2, 3 and 4, and mainly comprise
activities to be carried out by existing staff. With respect to education, the developments in the
international bachelor programmes at Art & Culture Studies and History are important (IBCoM is
also expanding, but has meanwhile been integrated into the organisation). With respect to
research, this concerns recruitment of indirect funding and third flow of funds.
6.4
Risks, problem areas and trends
The greatest risk for the faculty is the performance-related developments.
Intake: it seems that our new international programmes can rely on a high intake. IBACs at Art &
Culture Studies started in 2014-2015 with an intake of 87, while the Dutch-language programme
had an intake of 40 Enrolments for this year are positive as well, and enrolments for the
International History bachelor programme may be described as encouraging. IBCoM has increased
the intake restriction for 2015-2016 from 185 to 205. We may say that enrolments for master
programmes are favourable too, although these are lagging behind for History and the SCMA
research master programme.
Measures: development of international bachelor programmes in particular should ensure that
intake remains more than sufficient.
23
Graduation rates are another potential risk. Graduation rates at History are lagging behind
somewhat as usual, but those at Art & Culture Studies and M&C are better. Doctorate conferral
rates may be a potential risk too.
Measures: Different teaching methods in education will improve graduation rates. The graduation
rates for doctorates have shown considerable improvement since the faculty introduced an
intensive tracking and report system.
Doctorate conferrals and indirect funding: the faculty, and History in particular, has achieved a
greater number of doctorate conferrals during the past years. This was mainly due to indirect
funding and third flow of funds. Projects relating to Free Competition at NWO in particular have
ensured a relatively large number of PhD students. Unfortunately, competition has become a
great deal keener, and this - in combination with a drop in the number of professors - has resulted
in a decrease in the amount of indirect funding and therefore in the number of PhD students. This
has affected education (PhD students provide part of the education), as well as the performance
parameters for doctorate conferrals and indirect funding in the EUR allocation model.
Measures: the faculty does not have sufficient resources to compensate the decreasing number of
indirectly-funded PhD students using direct funding resources. Besides continuing to actively apply
for subsidies, the faculty is also providing external PhD students with more intensive supervision.
This policy was implemented a few years ago for regular PhD students, and it has proved
successful.
There is a clear deviation from the trend (in a positive sense) with respect to the success enjoyed
by the international bachelor programmes.
6.5
Scope for policy-making, reserves and dividends
The reorganisation at History means that this department has meanwhile achieved positive
financial results once again. This will help to ensure that the general reserve will be positive again
by 2019 at the latest. The reserve earmarked for IBCoM will be especially needed during the next
two years in order to finance the transfer of funding to the regular allocation model.
The dean has very little scope for policy-making; this is mainly intended for special expenses and
activities.
The faculty has implemented an active leave policy, intended to reduce the costs of accrued days’
leave.
We are closely monitoring the facility for accumulated leave, and we will ensure that accumulated
leave is taken in the manner specified as far as possible. A number of staff will be taking their
accumulated leave in 2016 and 2017, and the resources earmarked will be used for this. These
resources will enable us to provide replacement education.
The resources for sabbaticals for the dean and the director are somewhat modest. They will not
be used at present.
The faculty has no affiliated parties.
24
APPENDIX 1 FINANCIAL TABLES
Format 1 Financial overview 2014-2018
Cost
Description
categories
Actual
2014
Forecast
2015
Budget
2015
Budget
2016
Budget
2017
in k€
Budget
2018
Budget
8.40 State contribution
8.41 State contribution te be mandated
8.928
8.928
9.178
8.617
561
8.962
7.850
1.112
7.849
6.286
1.563
8.246
6.992
1.254
8.900
7.581
1.319
External income
8.12 Tuition fees
8.13 Income work third parties
Turnover 2e money stream research
Turnover 3e money stream research
* of which to hand over to third parties
Other contract income
8.16 Other
1.905
3
1.121
10
1.267
1.103
10
852
10
727
10
796
1.429
503-
678
317
703
374
517
401
328
339
242
300
180
116
190
175
175
175
Financial income
8.17 Interest
-
-
-
-
-
-
Internal Settlements
8.32 Internal income from EUR (intra company)
8.30 Internal income from BV's (inter company)
274
239
35
81
81
27
27
-
-
-
11.107
10.380
10.256
8.952
9.098
9.627
9.214
9.084
130
8.472
8.279
193
8.421
8.304
117
8.407
8.267
140
7.897
7.757
140
7.724
7.594
130
1.302
762
681
1.215
800
730
Total Income
Personnel costs
4.1 excl. 4.14 Personnel costs: own staff
4.14 Personnel costs: form third parties
Material costs
4.20 Depreciation
4.21 Rent, housing expenditures
Other costs
4.22 Furnishing and equipment/ Accounting costs
4.23 Stationary and consumables
4.24 Services from third parties
4.25 Travel, residence, communication and other costs
4.26 Subsidies and contributions
2
68
136
356
392
350
40
90
420
198
12
75
100
300
185
21
100
200
400
415
100
75
100
300
300
25
75
100
250
280
25
Financial costs
4.27 Interest
-
-
-
-
-
-
Internal Settlements
4.32 Internal payments to EUR (intra company)
4.30 Internal payments to BV's (inter company)
968
950
18
850
840
10
842
842
1.063
1.063
1.063
1.063
1.063
1.063
11.484
10.084
9.944
10.685
9.760
9.517
377377-
296
296
312
312
1.7331.733-
662662-
Actual
2014
3771.973
Forecast
2015
296
2.269
Budget
2015
312
Budget
2016
1.733536
Budget
2017
662126-
Total Costs
Results
8.71 Change in reserve 1)
Changes in reserves (k€)
Operational result
Reserves after result
1) Before the earmarked reserve!
25
110
110
Budget
2018
110
16-
Format 2 Specification still to mandate budget
Costcategorie
Description
Income source
841000
Higher intake
Dean's Office
TOP-REI M&C
TOP-REI GS/KCW
‑ Model
‑ Strategy
‑ Central costs EUR
‑ EUR Fellows
‑ Tuition fees non-EEA and HBO
‑ CvB decision
‑ CvB decision
‑ To decide
- Sustainable Humanities
‑ Income/payments EMC
Budget
2016
79
Budget
2017
2016 en 2017 in budget
16
16
16
713
213
92
963
171
104
1068
125
111
1254
1320
450
Total
1563
Format 3 Specification external income
Costcategorie
Description
Income source
k€
Budget
2018
Actual
2014
in k€
Forecast Budget Budget Budget
2015
2016
2017
2018
3
10
10
10
10
% allready acquired
2016
0%
2017
0%
2018
0%
812020
Fees education
‑ Source of income A
‑ Source of income B
‑ etc.
813000
Turnover 2e money stream research
‑ NWO
‑ KNAW
796
678
517
328
242
90%
90%
90%
813100
Turnover 3e money stream research
‑
‑
‑
‑
‑
‑
429
100
100
100
100
90%
80%
70%
1000
217
301
239
200
100%
100%
100%
Non profit organisations
Companies and other
Government
BSIK
International organizations
Other
1)
813101
of which to hand over to third parties
813800
Other contract income
‑ Source of income A
‑ Source of income B
‑ etc.
8.16xxx
Other income 2)
‑ NWO (secondment)
‑ St. Economie en Cultuur
‑ several (to be acquired)
817000
Total
-503
negatieve bate!
180
29
7
80
29
7
139
29
7
139
29
7
139
1.905
1.121
1.103
852
727
100%
100%
0%
100%
100%
0%
100%
100%
0%
Interest
Date acquirationpercentage
26
Format 4 A Personnel occuponcy & costs
0
Categorie
*01
Professor 1
*02
Professor 2
*03
Associate Professor
*04
Assistant Professor
*05
Teacher
*06
Post-doc
*09
PhD
*10
Student- assistant
Subtotal Scientific Staff
*11
scale 15-18
*12
scale 12-14
*13
scale 10-11
*14
scale 7-9
*15
scale 4-6
*16
scale 1-3
Subtotal Support. & Management staff
Actual
Forecast
2014
2015
in fte
Planned occuponcy
2015
2016
2017
2018
3,60
4,52
6,23
29,45
15,40
5,98
24,99
3,24
93,41
3,40
5,20
7,80
28,30
17,00
3,30
21,00
3,00
89,00
3,40
3,30
7,57
30,67
12,91
4,03
28,00
2,40
92,28
3,40
4,50
7,80
32,30
12,78
1,36
21,49
3,50
87,13
3,40
4,50
7,80
32,65
11,34
0,50
13,35
3,50
77,04
3,80
4,50
7,80
32,01
11,11
0,50
10,00
3,50
73,22
2,07
11,70
14,68
0,75
1,80
10,85
11,00
1,80
8,65
13,20
1,80
11,54
10,30
1,80
11,34
10,30
1,80
11,34
10,30
29,20
23,65
23,65
23,64
23,44
23,44
122,61
112,65
115,93
110,77
100,48
96,66
Other personnel
*20
*21
*22
*23
*24
*25
Bonussen Gratuites (411200 tot en met 411380)
Other personnel costs (4.13)
Personnel from third parties (4.14)
Payment to "Wachtgeldfonds" (4.15)
Social refunds (4.16)
Ruimte (413980) (afronding)
Total Personnel occuponcy & costs
Development occuponcy in fte
Scientifical staff
Other staff
Total
Actual 2014 Forecast 2015 B2015
93,41
89
29,2
23,65
29,2
23,65
27
B2016
92,28
23,65
23,65
B2017
87,13
23,64
23,64
B2018
77,04
23,44
23,44
73,22
23,44
23,44
in k€
Personnel costs
Actual Forecas Budget Budget Budget Budget
2014
t 2015
2015
2016
2017
2018
Format 4 B Personnel occuponcy & costs
0
Categorie
*01
Professor 1
*02
Professor 2
*03
Associate Professor
*04
Assistant Professor
*05
Teacher
*06
Post-doc
*09
PhD
*10
Student- assistant
Subtotal Scientific Staff
*11
scale 15-18
*12
scale 12-14
*13
scale 10-11
*14
scale 7-9
*15
scale 4-6
*16
scale 1-3
Subtotal Support. & Management staff
528
561
603
2.081
970
342
1.104
121
6.310
512
653
770
2.093
1.054
204
934
87
6.307
513
432
747
2.249
858
256
1.227
85
6.367
491
552
763
2.356
795
85
925
122
6.090
491
552
763
2.381
706
31
575
122
5.621
549
552
763
2.335
691
31
431
122
5.474
198
796
752
34
180
732
569
178
599
695
173
787
530
0
173
773
530
0
173
773
530
0
1.780
1.481
1.472
1.491
1.477
1.477
402
193
89
438
117
89
600
140
77
550
140
77
550
140
77
10
32
6
Other personnel
*20
*21
*22
*23
*24
*25
Bonussen Gratuites (411200 tot en met 411380)
Other personnel costs (4.13)
Personnel from third parties (4.14)
Payment to "Wachtgeldfonds" (4.15)
Social refunds (4.16)
Ruimte (413980) (afronding)
263
731
130
-35
-22
58
Total Personnel occuponcy & costs
average cost/fte
Salaries + social securities/fte
Total pers. excl Third parties/fte
9.215
8.472
8.483
8.407
7.897
7.724
66
74
69
73
68
72
68
75
71
77
72
78
Format 5 Long-term investment in equipment and inventory
in k€
Actual Forecast Budget Budget Budget
2014
2015
2016
2017
2018
Net investment
68
40
100
75
75
Depreciation current year
Depreciation previuous years
Total depreciation
Desinvestments
Extra deposits
1)
Te denken is onder meer aan 1e inrichting, interne verbouwingen en PC-zalen.
28
Key figure Promotions
number of promotions
Actual Forecast Budget Budget Budget
2014
2015
2016
2017
2018
10
6
16
8
1
29