August Dear colleagues and staff at AAU, We are pleased to introduce Aalborg University s draft strategy for

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Egbert Holland
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1 August 2015 Dear colleagues and staff at AAU, We are pleased to introduce Aalborg University s draft strategy for Our new strategy marks the transition to a phase of more piloted development where we will prepare the University for the challenges and opportunities which we are already beginning to see. In some areas, we will need to have a more prioritised growth based on informed choices - and in other areas, we need to raise the bar to become even more ambitious and professional. With this letter, we are launching a broad consultation procedure on the draft strategy document. The Executive Management encourages all staff to read and comment on the document. In particular, we are interested in your thoughts on the following issues: Suggestions for increasing cohesion in relation to the strategic actions that run transversely to our core activities Considerations and challenges which we should address, such as areas of uncertainty or challenges related to specific groups of staff Suggestions for a title of the strategy Comments and suggestions should be sent to the Rector s secretary Tine Lützhøft at tl@adm.aau.dk no later than 22 September The Executive Management will revise the strategy document on the basis of your comments and suggestions, and the revised strategy will be submitted to the University Board for their final approval on 26 October On behalf of the Executive Management, Per Michael Johansen Rektor Inger Askehave Prorektor

2 DRAFT AALBORG UNIVERSITY STRATEGY 2016 TO 2021

CONTENT INTRODUCTION Aalborg University strategy 2016 to 2021 04 VISIONS FOR RESEARCH, PROBLEM BASED LEARNING, RESEARCH AND K N O W L E D G E C O L L A B O R AT I O N 05 Vision for Research 06 Vision

3 CONTENT INTRODUCTION Aalborg University strategy 2016 to VISIONS FOR RESEARCH, PROBLEM BASED LEARNING, RESEARCH AND K N O W L E D G E C O L L A B O R AT I O N 05 Vision for Research 06 Vision for Problem based Learning 07 Vision for Education 08 Vision for Knowledge Collaboration 09 S T R AT E G I C A M B I T I O N THE INTERNAL LINES 10 Identity, culture and communication 11 Competence, organisation and management 11 Administration and support 11

4 AALBORG UNIVERSITY STRATEGY 2016 TO 2021 AAU S STRATEGIC AMBITIONS FOR : We act and are renowned as a university with a distinct profile and welldocumented quality in all of our activities We are internationally recognised for excellence in research with a solutionoriented perspective We are a hub for holistic research conducted in collaboration with partners in the surrounding society. We educate students for the society of the future We are internationally recognised for our problem and project based learning model and its documented results. We are an attractive collaboration partner for private companies and public authorities and institutions, and our knowledge-sharing partnerships are based on mutuality and a shared focus and prioritisation. Aalborg University has a long tradition of building strong collaborative relationships. This is reflected in our mission: Aalborg University contributes to the knowledge build-up of the global society as well as to the development of the prosperity, welfare and culture of the Danish society. This is accomplished through research, research based education, public sector services and knowledge collaboration. Our knowledge-creating activities are based on dynamic, transformative cooperation with the surrounding society, as well as on holistically oriented capacity which creates robust research based solutions to the complex challenges of society. Per Michael Johansen Rektor Inger Askehave Prorektor Antonino Castrone Universitetsdirektør Henrik Halkier Acting Dean, The Faculty of Humanities Rasmus Antoft Dean, The Faculty of Social Sciences Eskild Holm Nielsen Dean, The Faculty of Engineering and Science Lars Hvilsted Rasmussen Dean, The Faculty of Medicine Thorkild Ærø Managing Director, Danish Building Research Institute (SBi) 4 AALBORG UNIVERSITY

5 VISIONS FOR RESEARCH, PROBLEM BASED LEARNING, RESEARCH AND KNOWLEDGE COLLABORATION With this strategy we will prepare the University to meet the challenges and opportunities which we are already beginning to see. We will need to have a more prioritised growth based on informed choices, and in some areas we will need to raise the level of ambition even further. Our new strategy must ensure the development of a good University for all. We are focusing on the University s core activities in the University s strategic development towards 2021: Research Problem based learning Education Knowledge collaboration For each core activity, a vision and a number of actions have been outlined to ensure that the overall visions will be accomplished within the strategy period. 5 AALBORG UNIVERSITY

6 RESEARCH VISION FOR RESEARCH AAU is internationally recognised for its excellent, solution oriented research AAU is internationally recognised for its excellent, solution oriented research, which is creating outstanding results at the highest level. Our research is holistic; it is conducted in collaboration with the surrounding society, and new insights and positions of strength are reached through the goal-oriented development of our research potentials. ACTIONS FOR THE REALISATION OF THE VISION FOR RESEARCH 1. Enhancement of research quality and value contributed to society 1.1 AAU will increase the impact of its research in the international arena. This will be accomplished through the publication of research results in highimpact journals and through the acquisition of funding from prestigious grantors. 1.2 A targeted and management-embedded research support initiative will be launched. This will include support to researchers throughout the application process and the systematic identification and monitoring of the development, capacity and potential of the research environments. The research support initiative will be supplemented by systematic interest promotion in the fora in which framework conditions and calls are formulated. 1.3 AAU will strengthen its endeavours to identify and develop budding research talents through a general talent development initiative. Talent development initiatives will be integrated in an on-going effort to identify emerging research environments. 2. Development of new strengths 2.1 On the basis of strong mono-disciplinary expertise areas and strengths, AAU will expand and enhance its holistic and solution oriented research and develop new positions of strength. This will take place though the launching of three to five interdisciplinary research projects across the organisation; one of these will be a research project within PBL, cf. the initiative under problem based learning below. 6 AALBORG UNIVERSITY

7 PROBLEM BASED LEARNING VISION FOR PROBLEM BASED LEARNING AAU is internationally renowned for our problem and project based learning AAU is internationally renowned for our problem and project based learning and the documented results of this learning method. All our students and staff act out our principles of Problem and Project Based Learning, which is a general feature in all programmes at the University. ICT is an integral part of problem and project based learning. ACTIONS FOR THE REALISATION OF THE VISION OF PROBLEM BASED LEARNING 3. International recognition of problem and project based learning and documented results 3.1 A cross-faculty research project will be launched (as one of the research actions) with the aim to conduct research in AAU s PBL practices, and to enhance their development. The purpose is to document the knowledge and effect of PBL through action research. A set theme will be the use of ICT in PBL, and progression in PBL-generic competences across study programmes will also be an obvious theme. 4. Updating of PBL Principles 4.1 AAU s PBL Principles will be updated. We will develop our problem based learning model so as to accommodate the learning and competence requirements of students and society in general; the model will also integrate ICT. 5. Organisational embedding of PBL principles 5.1 Schools will evaluate their programmes on the basis of the updated PBL principles. 5.2 The systematic introduction of students in all programmes to PBL will be ensured. 5.3 It will be ensured that in all curricula and regulations and their actual implementation in the programmes it is made explicit how problem and project based learning supports student progression in PBL-generic competences and in their development of these competences. It must be specified how these competences are evaluated and documented in examinations. 5.4 New staff will receive systematic introduction to PBL, and the heads of departments will prepare a plan to ensure the on-going upgrading of the PBL competences of teaching staff (including their ICT competences). 7 AALBORG UNIVERSITY

8 EDUCATION VISION FOR EDUCATION AAU s education portfolio is future-oriented, robust and in compliance with the University s distinct profile AAU s education portfolio is future-oriented, robust and in compliance with the University s distinct profile. The quality of our programmes is in constant focus, and students, staff and management are making systematic efforts towards the continuous maintenance and further development of the quality and relevance of the programmes. AAU s study programmes are based in an attractive student environment which supports problem and project based learning. ACTIONS FOR THE REALISATION OF THE VISION FOR EDUCATION 6. Assuring robust study programmes 6.1 Relevant parameters for a robustness principle to be included in the evaluation of the education portfolio will be set up. 6.2 On the basis of the established robustness principles, an initiative will be launched for the purpose of outlining the study programmes of the future. This will apply in concrete terms to AAU s future education portfolio and also in more investigative terms as a basis for discussing the characteristics which should be included in study programmes designed for the society of the future. 6.3 Robust study programmes are characterised by sustainable intakes of motivated and well-informed students. An organisation which can develop an AAU strategy for the recruitment of the students of the future will be established. The purpose of this is to coordinate bridge-building and marketing activities across the organisation, and to integrate the development of these activities with the supply of current and future student places. 6.4 A working group will be established to identify the growth potential in our continuing and further education portfolio, and to develop a sub-strategy for this area. 7. Assuring quality and relevance of study programmes 7.1 The University s steering group for quality assurance and development will conduct a systematic follow-up procedure as regards the eight areas listed in the University s quality assurance system. 8. The student environment project 8.1 The development of an attractive and learning supporting student environment is initiated. An operational centralised structure of our student environment effort is to be established, supplementing the decentralised student environment initiatives, to ensure the active inclusion of the students in the development of the student environment across the University. 8 AALBORG UNIVERSITY

9 KNOWLEDGE COLLABORATION VISION FOR KNOWLEDGE COLLABORATION AAU is an attractive collaboration partner for companies, authorities and institutions AAU is an attractive collaboration partner for companies, authorities and institutions, and we create knowledge in mutually committing partnerships. This means that we aim to supply state-of-the-art solutions or contribute to optimising existing solutions, and that we prioritise and focus our collaboration partnerships. Knowledge collaboration is an integral element in research and teaching activities. ACTIONS FOR THE REALISATION OF THE VISION FOR KNOWLEDGE COLLABORATION 9. Increased integration between research, education and knowledge collaboration 9.1 A group will be appointed which will develop a sub-strategy for the support of the University s collaboration with the surrounding society. The strategy will promote the integration between our core activities, through for instance physical, organisational and virtual collaboration platforms. This will involve platforms which give special priority to our collaboration with small and medium-sized enterprises. The strategy will include both organisational and administrative set-ups as well as having focus on documenting the effect of knowledge collaboration. 9.2 AAU s entrepreneurial activities for students will be increased. At present, few but generally very successful entrepreneurs start up in business directly after graduation from the University. In order to increase their number, a flexible incubator environment will be included in a programme for the support of idea generation, business development, prototyping, proof-of-concept development etc. 9 AALBORG UNIVERSITY

10 STRATEGIC AMBITION THE INTERNAL LINES Taking an offset in the University s characteristic features, we are acting professionally as one University and are being recognised as an attractive workplace for committed and competent employees. AAU s characteristic features are being recognised internally and externally as the core of our identity. We are acting professionally as one University and are being recognised as an attractive workplace for committed and competent employees The AAU culture promotes value creation for students, the surrounding society and our collaboration partners. We cherish our ability to perform this task in a collaborative context. At all levels, AAU is a learning, competent and efficient organisation which is capable of creating the best results in positive collaborations across scientific and administrative functions. We attract and retain employees who contribute to and are motivated by the AAU s characteristic features. AAU s administrative processes are service and solution oriented and contribute to the value creation of the University by supporting our ambitious targets for the development of our core activities. 10. IDENTITY, CULTURE AND COMMUNICATION 10.1 A branding and communication strategy will be developed to support the implementation of the AAU strategy. The purpose of the branding and communication strategy is to profile Aalborg University s characteristic features. It must be made clear to our stakeholders what we believe in, what we stand for and what we are able to offer. It is a central aspect of our communication strategy that internal communication and external communication interact and support the actual branding effort. 10 AALBORG UNIVERSITY

11 11. COMPETENCE, ORGANISATION AND MANAGEMENT 11.1 A working group will be established whose purpose will be to develop a competence strategy that focuses on talent development, competence development and career development within research, education, knowledge collaboration and administration. The aim is to ensure the necessary competence building as regards the implementation of the strategy A sub-strategy for work organisation will be prepared. The aim of this is to ensure a balanced focus on research, the development of teaching and education, knowledge collaboration and administration, enabling the successful implementation of the strategy A leadership training programme will be established at AAU. The aim of this is to make sure we have the leadership competences required for the successful implementation of the strategy An overall and management embedded sub-strategy will be developed whose focus will be to increase the proportion of external funding at the University; this will integrate funding acquisition opportunities from research, continuing and further education and knowledge collaboration areas. 12. ADMINISTRATION AND SUPPORT 12.1 A sub-strategy for the administrative area will be developed. The overall purpose of this initiative is to ensure that the administrative job functions support the particular core activities reflected by the University s strategic ambitions. 11 AALBORG UNIVERSITY

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