strategy 2016-2020 animal science

STRATEGIC PLAN 2016-2020

DEPARTMENT OF BIOSCIENCE

05 AUGUST 2016

STRATEGY 2016-2020

ANIMAL SCIENCE

2 DEPARTMENT OF ANIMAL SCIENCE – STRATEGY 2016-2020

Content

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

1 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

2 Vision and mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

3 Strategy 2016-2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

3.1 Strategy within core activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Public sector consultancy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Industrial collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

3.2 Recruitment plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

4 Strategy plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

5 Key Performance Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

3DEPARTMENT OF ANIMAL SCIENCE – STRATEGY 2016-2020

Preface

Animal Science (ANIS) was established in 2011 as a Department in the Faculty of Science and Technology (ST) in the new Aarhus University (AU). The strategy, which has been developed for the period 2016 to 2020, describes ANIS’ focus within the Department’s core activities of research, talent, education, public sector consultancy and industrial collaboration.

The strategy is the Department’s management tool describing where ANIS is now, where ANIS will go, what targets ANIS has – all under the given challenges and possibilities. The purpose of the strategy is to assist in prioritizing the daily activities, reaching the Department’s targets, making decisions that support that these targets are reached, profiling the Department, and further developing the Department, the faculty and the university. It is therefore of great importance that all employees have a good knowledge of the strategy and contribute to achieving the targets where they can.

In this way ANIS can improve its reputation as an internationally highly respected and rec-ognized Animal Science department that contributes to solving future challenges within sustainable farm animal production as well as related research for the benefit of human nutrition and health.

Foulum, 24 May 2016

Klaus Lønne Ingvartsen


1 Summary

The strategy describes the professional, physical, staff-related and organizational relation-ships that ANIS, through a thorough process, has decided on for the next five years. The main target can be summarized into the following descriptions of the overall aims.

The department of Animal Science will perform basic, strategic and applied research within the core activities of nutrition, health and welfare. This research should be applied within farm animal production, animal models and related human issues. It is the aim to maintain ANIS’ position nationally as the leading Animal Science department with Denmark’s most modern and well-functioning animal research and laboratory facilities, and with the staff to perform these activities. Further, it is the aim to draw international attention to ANIS as an absolutely strong Animal Science department through a targeted focus on collaboration, publications and dissemination.

The research will be performed with focus on the development of health, reproduction, welfare and quality improving strategies while taking environment, efficiency and economy into consideration by using relevant collaborators within research and industry. This effort must generate knowledge and possible solutions that contribute to national and interna-tional demands for sustainable farm animal production. The aim is an efficient production with a high level of animal welfare, a high level of food quality with respect to both nutrition and health, a high level of food safety, minimum use of medication and influence on the surrounding environment. The Department will furthermore use its research platforms and competences within nutrition, health and welfare to develop animal models and nutritional concepts of importance for human nutrition and health.

The activities make up the science-based foundation for ANIS’ degree programmes, talent development and public service consultancy as well as collaboration with businesses, industries and knowledge institutions.

ANIS wants to be a good, safe and attractive work place, where organization, communication and culture are being constantly developed to strengthen motivation and job satisfaction.


2 Vision and mission

Vision To be a nationally and internationally recognized Animal Science department that contrib-utes to solving future challenges within sustainable farm animal production and conducts related research for the benefit of human nutrition and health.

Mission To perform basic, strategic and applied research and innovation within the Department’s core activities: health, welfare and nutrition. The activities make up the science-based foundation for ANIS’ teaching, public sector consultancy and collaboration with business and industry.


3 Strategy

The overall strategy describes the efforts planned within ANIS’ core activities and the prin-ciples for the corresponding recruitment plan to secure the staff to perform these activities. Further, it describes the more specific strategy plans within the core activities together with the corresponding activities to provide the financial possibilities to implement this. Finally, it lists the Key Performance Indicators (KPI) by means of which ANIS will measure the outcome of the efforts.

3.1 Strategy within core activities Research Based on its research ANIS will strengthen and further develop its efforts to create, collect

and disseminate new knowledge in relation to sustainable farm animal production. It is the aim to develop concepts where high efficiency and production can be maintained while taking into account animal health, welfare and production, differentiated products, the nutritional quality and safety of the products as well as the impact on the surrounding environment and climate. Another overall aim is to use our research platforms and com-petences within nutrition, health and welfare to develop animal models and nutritional concepts of importance for human health.

The research efforts will be centred on the three core activities (health, welfare, nutrition) and will be supported by projects including both basic and applied research. ANIS will seek to attract more and larger national and international projects within our core areas and disciplines, and further wants to strengthen the interdisciplinary research both internally and externally.

It is the aim to maintain and develop ANIS as the leading Animal Science department na-tionally and to draw attention to ANIS as an absolutely strong Animal Science department internationally. At the same time the research activities must ensure ANIS’ high level and quality within education, talent development and public sector consultancy as well as in the collaboration with business and industry. Thus, the Department’s research activities cover a broad field, but several of these activities can be combined into certain “flagships, i.e. areas in which ANIS has gained or is gaining particular strength.

Talent ANIS wants to be internationally recognized for educating PhD students within all of its core activities and carries out a significant part of these PhD studies in relation to its research. Further, ANIS organizes its educational activities so that PhD students are included in the teaching as much as possible. Through its national and international research network and through its contribution to bachelor and master programmes, ANIS tries to attract the best candidates as PhD students. A significant part of the PhD fellowships are offered as project specific positions to attract the best candidates and to ensure an active integration of the PhD students into the Department’s research activities. Through collaboration with the industry ANIS seeks to establish industrial PhD studies that are regarded as important tools to strengthen the collaboration between ANIS and businesses. ANIS tries to obtain a high quality in its PhD programme through quality assurance of PhD supervision and through the Department’s various PhD courses.


In order for ANIS to recruit and maintain the very best researchers, clear and coherent career paths must be established, and ANIS furthermore seeks to attract the most talent-ed through its international network. Throughout the PhD study the PhD student will be supported in planning his/her career within research, industry and consultancy through competence development and establishment of the relevant networks. The PhD students who are potential candidates for an AU research career will be supported in finding the most suitable postdoc or research stay abroad.

Education ANIS wants to be recognized for its bachelor’s and master’s degree programmes within Animal Science. A key aim is to increase the recruitment for the Animal Science part of the degree programme in agrobiology, thus ensuring that Animal Science has enough students to make it an independent degree programme. In this context the programme will be announced internationally in order to recruit more candidates from especially European countries.

The degree programme must have high quality, strong focus on interdisciplinarity and internationalization and be known for a good student environment. High quality must be secured through the use of research-based education, modern learning methods and high pedagogical quality, and through the connection between the subjects and the progression in the training. To ensure the interdisciplinarity ANIS will work for a better integration of Animal Science with the degree programmes in biology, molecular biology and agroecology. ANIS’ employees will also contribute to the other ST degree programmes within the department’s fields of competence. Our students must obtain a strong scientific identity through connections with ANIS’ research environments and facilities. In particular at master’s level the students will be offered participation in research projects where ANIS’ research facilities will be used actively in courses and projects at all levels. At master’s level the courses will be given in English and with the use of foreign visiting lecturers to make the Animal Science degree programme one of the most attractive internationally. The good study environment will be ensured by modern academic facilities and study areas in both Foulum and Aarhus. ANIS will also expand the social and professional contact to especially the bachelor students through the establishment of basic facilities for lecturers in Aarhus. Through its presence in Aarhus ANIS will expand the recruitment of good master and thesis students from related degree programmes such as biology, molecular biology and agroecology.

Animal Science candidates must be able to work with extension service, teaching, inno-vation and research and should be attractive for both public and private employers. The students must therefore also be given an active knowledge of business by e.g. involving lecturers from relevant institutions and companies.

The effects of the degree programmes in Animal Science will be measured by e.g. employment and career opportunities for bachelor and master graduates. We consider this an important quality measure that will also contribute positively to the recruitment of more students.

Public sector consultancy ANIS’ research supports the research-based public sector consultancy within farm animal welfare, health, nutrition and production as well as the influence of farm animal production on the environment, climate and food safety in conventional and organic production. ANIS contributes with scientific input and evaluations of consequences of present and future legislation, change of legislation and directives at national and international level within ANIS’ scientific fields. Furthermore, ANIS will initiate research related to expected problem


issues within farm animal production of relevance for the authorities. The aim is to provide research-based public sector consultancy within ANIS’ core areas so that ANIS covers the au-thorities’ needs for research-based public sector consultancy with regard to planning, design and evaluation of effects or consequences of laws and directives in relation to farm animal production nationally and internationally. ANIS’ competences and public sector consultancy must also be known and recognized by society, business and industry, and researchers must be acknowledged for their participation in public sector consultancy through an increase in the publications of peer-reviewed articles related to this area of expertise.

Industrial collaboration ANIS will further develop the strategic collaboration with industry and private and public businesses within the Department’s core activities. ANIS already has a well-established and close collaboration with industry associations and businesses within the livestock production, but as a result of the structural changes within agriculture and the transfer of funding to more general strategic research, there is a need to establish new areas of collaboration. Based on the Department’s research within health, welfare and nutrition it is therefore the aim to work proactively to establish new collaborative relations with private and public businesses related to human nutrition and health, while still maintaining our position as an attractive collaborator within sustainable farm animal production. The initiatives will result in new networks and must also include collaboration on education (industrial PhDs and postdocs).

3.2 Recruitment plan In general the staff is recruited based on a number of conditions that include:

Professionalism ANIS prioritizes to cover both farm animal species and scientific areas within the three scientific core areas: health, nutrition and welfare. This must be covered in a responsible way in all areas, but priority can also be given to certain of these areas. Researchers must be given a high-quality and targeted education, so they gain a strong basis for mobility and for establishment of scientific national and international networks.

Financing For the scientific staff, as well as the technical staff, a considerable part of their salary (typ-ically from 75% to 90%) is covered by external research funding or through public sector consultancy ordered by the ministries. The Department’s basic funds thus only cover a small part of salary expenditure, as only the head of the Department and part of the secretariat are fully covered by the basic funds.

Obligations ANIS has obligations to cover certain areas in relation to the public sector consultancy. Therefore it must be ensured that selected competences are maintained to keep a certain degree of scientific continuity at a high level. This condition is particularly important in relation to the expected retirements and resignations.

In the future the aim is to have an overall distribution of the senior scientific employees of 25% professors, 60% associate professor and 15% assistant professors. These categories are sought to be evenly distributed between the three scientific core areas. Further, ANIS will dedicate an annual amount from the basic funds to job appointments that are considered to be of particularly strategic importance.


4 Strategy plans

The Department’s overall strategy plan is shown in the strategy cards on the following pages for each core activity and for the dissemination activities that are central across all ANIS activities.

The goals are pursued through the ”Initiatives …” described for each goal, as the manage-ment (department, section, committee and coordinators) will generally be responsible for taking strategy on the various ”Initiatives …”, but they can delegate some of the tasks. Every six months the management will follow-up on the activities and KPIs which can result in their adjustment or specification. This also reflects that the strategy cards only include a part of the many activities in ANIS, and such a follow-up will also bring the strategy to the attention of the employees, also in their daily activities.

The follow-up performed by the Department Management is also part of the overall management of the activities and the prioritization of the Department’s funds for the var-ious activity areas. The management will work on a distribution ratio of the Department’s resources for various areas, e.g. co-financing research, secretariat, degree programmes, PhDs etc. Strategically this distribution ratio is decided for a three-year period, but it will be evaluated annually in order to take the Department’s current financial development into consideration.

Part of this distribution of funds is done to create a certain financial space for making the necessary investments in both employees for particular focus areas, special equipment or special activities within a particular field or section. The decision on the type, extent and priority of supporting special activities will be made by the Department Management. To get the optimal basis for decision-making the management may prepare processes involving statements on specific matters from relevant committees, input fr½om the employees etc. when considered relevant.


Improve research quality

Strategic goals Success factors Goals Initiatives 2016-2020

Attract several major research projects in a cross-disciplinary collaboration.

Well-functioning sections with depth in the disciplines and high production.

Individual persons’ competences within research and management.

Increase the share of interdisciplinary research projects by 25% nationally and internationally over 5 years.

2016-2020: Identify pilot projects and guest researchers who can be useful in relation to future projects.

2016: Arrange workshop(s) to identify potentially large and cross-disciplinary research project(s).

2017: Internal quality assurance of applications and increased use of the Research Support Unit for EU-projects.

2018: Quality assurance of applications by increased use of internal review and use of the Research Support Unit.

2018: Focus on individual competences within project management.

2019: Arrange workshop regarding quality assurance of applications.

2020: Internal evaluation regarding quality assurance of applications.

Prioritize strategic growth and spearhead-areas.

Create internationally recognized groups or centres within key areas.

Competences for strategic thinking.

Increase the success rate for applications by 5% per year.

2016: Describe growth/spearhead areas.

2017: Initiate strategic employments of professors.

2017: Allocate ST/ANIS seed money for prioritized areas.

2018: Identify growth/spearhead areas.

2019: Describe growth/spearhead areas.

2020: Initiate strategic employments of professors.

2020: Allocate ST/ANIS seed money for prioritized areas.

RESEARCH

Focus areas: 1: Improve research quality2: Strengthen the interdisciplinary research3: Increase impact and leadership in international and national research


Strengthen the interdisciplinary research


Maintain and extend strong competences within ANIS’ disciplines.

Attractive conditions at all scientific levels.

Increase number of peer-reviewed publications by 15% per VIP.

Increase the average impact factor by 5% per year.

2016: Focus on publication strategy and CV at staff development dialogues.

2017: Focus on/stimulate project management and initiatives at internal workshops.

Arrange internal seminar on “the good CV”.

2018: Focus on publication strategy and CV at staff development dialogues.

2019: Focus on the role as project manager at staff development dialogues.

Arrange internal seminar on “the good CV”.

Increase impact and leadership in international and national research


Draw attention to ANIS as a leading animal science department nationally and one of the absolutely strongest internationally.

Strong CVs and broad and relevant network.

A strong position in animal science in the public domain.

Increase the number of project managers of large national and international cross-institutional projects/centres by 10% per year.

Increase participation in political and strategic relationships and in public activities by 10% per year.

2016: Focus on attracting foreign research capacities to AU-Foulum.

2017: Host meetings at AU-Foulum in connection with international projects.

2017: Stimulate attraction of foreign research capacities to AU-Foulum.

2018: Arrange workshop(s) to reveal future needs for facilities with emphasis on the role of ANIS in the political landscape.

2019: Launch initiatives concerning establishment of a mentor program, professionally, career-wise etc.


Strengthen post graduate quality


Establish a committed collaboration with other relevant Danish and international research environments by developing PhD courses.

Run 3-4 PhD courses per year with external lecturers or organizer.

Offer all PhD students sufficient relevant courses.

2016-2020: Maintain involvement of international lecturers in the PhD courses.

2016-2020: PhD committee takes initiatives to attract more participants to the PhD courses.

Strengthen the supervision of PhD students through increased focus on supervision quality.

All main supervisors have supervision course or plan to take a course within the first supervision year.

When planning a PhD project a relevant and acknowledged foreign university or industry is in place as a second active research environment.

Evaluate supervision quality.

Arrange more long-lasting stays or change in environment.

2016-2020: Ensure that the main supervisors assign at least one and in some cases more co-supervisors.

2016: Supervisors will use and expand their international network when planning stays for PhD students abroad or in industry.

2017: Establish a mandatory supervisor course with a follow-up.

TALENT

Focus areas: 1: Strengthen post graduate quality2: Recruit the greatest national and international talents3: Establish visible and coherent career paths


Recruit the greatest national and international talents


Make it attractive for talented candidates to perform their projects at ANIS.

Large research project applications should often include PhD scholarships.

Search for talented master students across departments and sections.

4-8 candidates from own degree programmes should be candidates for PhD stipends.

All open calls should attract applications from qualified candidates from outside Denmark.

Ensure that approx. 30% of all research projects include PhD students.

Evaluate if research applications with 2 years of scientific staff can include a PhD stipend.

2016-2020: Improve recruitment process to assure enrolment of very high quality PhD students.

2016-2020: When applying for large research grants, the potential enrolment of PhD students will be evaluated at the application stage.

2016-2020: Make use of the network of relevant lecturers and researchers in the search for, and to attract, qualified candidates for PhD studies.

Establish visible and coherent career paths


Draw attention to attractive career paths also outside research.

Identify users of PhD students and postdocs.

Establish mentor program including financing.

Find mentor/supervisor outside ANIS.

Enrol at least two industrial PhDs per year.

2016: Offer PhD students a course in writing applications.

2017: Arrange “match-making” day.

2018: Arrange stay at companies or organizations.

2018: Implement a mentor program for PhD students and postdocs.

2020: Establish user-panel – contact to industries and institutions with job opportunities for PhDs.


Strengthen quality and internationalization


Ensure an attractive animal science education at a high international level.

Marketing of and recruitment for animal science.

Use animal research and laboratory facilities in education.

Strong international collaborators.

Get more students.

Have high quality in the education.

Obtain higher synergy between research and education related to use of resources.

Be involved in European master degree programmes with strong partners.

Independent Animal Science education in 2018.

2016-2017: Further development towards an independent Animal Science education through toning and development of strong courses in e.g. disease prevention and “One Health”.

2016-2020: Establish collaboration with strong animal science departments about lecturers and courses, e.g. on-line courses and supervision.

2016-2020: Establish recruitment group, finance and carry out recruitment plan.

2016: Convey good PR stories on Facebook and the Internet.

2016: Develop recruitment strategies for BSc and MSc levels.

2016: Determine frames for the use of resources and priority of barn and laboratory facilities for use in education.

2017: Establish alumni network and communication forum for existing students.

2017: Increase training within key areas and farm animals to make the education more attractive.

2017: Allocate resources/time to introduce new teaching methods.

2018: Consolidate.

2019: Consolidate.

2020: Consolidate.

EDUCATION

Focus areas: 1: Strengthen quality and internationalization2: Strengthen interdisciplinarity3: Improve student environment


Strengthen interdisciplinarity


Maintain the interdisciplinary approach in the animal science courses.

The students have actually shown flexibility and mobility across the ST educations.

Attract master students from other degree programmes.

Lecture at related educations.

2016-2020: Contribute to common LIFE SCI BSc.

2016-2020: Teach basal courses at AU within our key competences.

2016-2020: Involve lecturers from relevant disciplines outside animal science.

2016: Go into dialogue with the faculty management in order to promote flexibility and mobility across ST educations.

Improve student environment


Offer an optimal student environment in Aarhus and modern study facilities in Foulum.

Make AU-Foulum an attractive place for master studies.

Student satisfaction.

Good teaching facilities and study environment.

Easy transport between Aarhus and Foulum.

Move the teaching close to related educations in the university campus.

Ensure improved facilities both in Foulum and in Aarhus.

2016-2020: Work for better transport between Aarhus and Foulum for lecturers and students.

2016: Establish offices for lecturers in Aarhus.

2016: Establish new teaching facilities in Aarhus.

2017-2018: Establish teaching facilities in conjunction with related life science educations.

2017: Establish modern student facilities in Foulum for bachelor and master students.


Strengthen and ensure independent research-based public sector consultancy


Ensure increased professional and economic focus on farm animals in the contract with the Ministry (FFVM).

Adequate and holistic answers and high satisfaction from the Ministry.

Maintain high professionalism in the research-based consultancy.

2016-2020: Arrange meetings between researchers and the authorities on specific tasks/subjects.

2016-2020: Work to ensure that the best possible team is appointed to solve the tasks.

2017-2020: Establish a system to support the publishing of the largest possible part of the public sector consultancy in international journals.

2017-2020: Promote that the public sector consultancy gets merited.

Make the effort related to farm animals more visible within the thematic areas.

Timely handling of the tasks from the authorities.

Be at the cutting edge of the needs of the authorities.

2016-2020: Involve scientific staff through e.g. workshops.

2017: Promote the internal knowledge about the public sector consultancy.

2017-2020: Ensure that ANIS partic-ipates in central meetings and con-gresses with respect to public sector consultancy.

PUBLIC SECTOR CONSULTANCY

Focus area: 1: Strengthen and ensure independent research-based public sector consultancy


Strengthen industrial collaboration


Identify and prioritize the most important companies and sector organizations that ANIS wants to collaborate with strategically.

Well-functioning sections and facilities with strong industrial networks and integrity.

• Establish honorary associate professors and honorary professors with key industrial and sector collaborators.

2017: Map areas of relevance for establishing of honorary associate and full professorships.

2018: Identify potential new areas where it is relevant to establish honorary associate and full professorships.

Strengthen innovation, collaboration and knowledge exchange with trade and industry


Establish “ERFA” groups at ANIS with the intention to make applicants better suited for writing research proposals for the Innovation Fund Denmark and EU H2020.

Strong CVs and industrial networks of applicants.

• Increase our share of funding from the Innovation Fund Denmark – 2 Innovation Fund Denmark projects funded annually and 1 EU-H2020 projects every second year.

• To use industrial collaborations to increase funding from areas outside the classic animal science areas by 5 % per year.

2016: Organize meetings in ANIS on “the good application” for Innovation Fund Denmark applications.

2017: Initiate meetings in ANIS on EU-H2020 applications.

Invite strategic industrial partners to meetings within the key strategic research areas of ANIS.

Be front runners in key research areas and with a strategy of communicating our research to key industries.

Initiate a process that enlarge the network of ANIS with strategic industrial partners.

2016-2020: Identify and apply for mon-ey for “accelerating strategic partner-ships” with industries.

INDUSTRIAL COLLABORATION

Focus areas: 1: Strengthen industrial collaboration2: Strengthen innovation, collaboration and knowledge exchange with trade and industry3: Strengthen dissemination of knowledge to society


Strengthen dissemination of knowledge to society


Include educational activities in industrial collaborations.

High quality BSc, MSc and PhD degree programmes.

Increase the number of MSc students making their thesis in collaboration with the industry by 1 each year.

Initiate 2-3 new industrial PhDs and postdocs each year.

Post-graduate courses for employees working in the industry and for the authorities.

2016-2020: Identify companies that can “tell a-good-story” about the outcome of hosting a MSc student.

2017-2020: Map industries that can be contacted for establishing industrial PhDs and postdocs.

2018-2020: Map areas relevant for establishing postgraduate courses.

Strengthen dissemination of knowledge to society


Make AU-Foulum ap-pear as the key place for “animal research in Denmark”.

Visibility in debates about farm animals.

High visibility in farm animal media.

• Increase the knowledge of AU-Foulum farm animal activities.

2016: Formulate a communication plan for ANIS, including use of new platforms such as LinkedIn.

2017: Ensure that the communication person in ANIS is actively contacting the ANIS researchers for good stories.

Arrange targeted thematic meetings or scientific conferences.

COMMUNICATION

Focus area: 1: Strengthen dissemination of knowledge to society


5 Key Performance Indicators (KPIs)

Table 1. KPIs in ANIS

KPI description KPI Basis 2016 2017 2018 2019 2020

• Financing:

Increased attraction of external funding

78,471 tDKK

80,070 tDKK

81,671 tDKK

83,305 tDKK

84,971 tDKK

86,670 tDKK

Change +2% +2% +2% +2% +2%

*2. Publications:

Increased ratio of publications per VIP FTE

3.74 3.85 3.95 4.05 4.18 4.31

Change in no. publications +4 +4 +4 +5 +5

*3. Growth layer:

Increased number of talents

1.2 1.1 1.1 1.2 1.2 1.3

Change -8% 0% 0% 0% 8%

*4.a Education:

Increased number of completed studies

50 55 61 67 73 81

Change 10% 10% 10% 10% 10%

*4.b Public sector consultancy:

Increased number of publications related to public sector consultancy

0.5 0.5 0.5 0.5 0.5 0.5

Change 0% 0% 0% 0% 0%

*5. External collaboration:

Increased ratio of publications with external collaborators

3.23 3.31 3.38 3.46 3.56 3.67

Change in no. publications +3 +3 +3 +4 +4

KPI1 selected by Department:

Increase Journal Impact Factor

2.17 2.28 2.39 2.51 2.64 2.77

Change +5% +5% +5% +5% +5%


Increase the success rate for applications

0.20 0.21 0.22 0.23 0.24 0.26

Change +5% +5% +5% +5% +5%


Increase number of student theses with industrial collaborators

15 17 19 21 23 25

Change +2 +2 +2 +2 +2

strategy 2016-2020 animal science

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