1. sports
2. basketball

Consultation note on draft strategy for AAU 2016-21
As part of the strategy process, the draft for AAU's new strategy applicable to the period 2016-21
was circulated for general consultation on 26 August 2015; the deadline for submission of
comments was 22 September 2015. As part of the consultation process, the members of the
Executive Management have held a number of dialogue meetings with staff members at all
faculties, the Danish Building Research Institute, Shared Services and students.
The following parties received the strategy document for consultation:
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The Main Joint Consultation Committee, including: The Equal Rights Committee and the
Personnel Policy Committee
The Main Working Environment Committee
Consultation committees
Shared Services units
The faculties and the Danish Building Research Institute
Academic Councils
Departmental Councils
Schools and Study Boards
Staff
Students
62 written responses have been received from councils, committees, faculties, schools,
departments, study boards, staff and students (cf. list of respondents at the bottom of this note).
The Executive Management is grateful for the large number of consultation responses, which
supply comments and suggestions for amendments, and also for the large turnout at dialogue
meetings with staff members. The large involvement by staff and students demonstrates great
interest in the forthcoming strategy; and that the inclusive process during the strategy formulation
phase has been successful in raising awareness and achieving general endorsement of the actions
proposed in the strategy. The many good consultation responses constitute a substantial part of the
final formulation of the strategy and have contributed to defining the contents of the final strategy
document. The Executive Management greatly appreciates all the valuable input contributed by
staff and students during the strategy process. At the same time, the Executive Management looks
forward to a continuous long-term dialogue and debate concerning our shared future at AAU.
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Processing of consultation responses
After the consultation phase ended on 22 September 2015, all received consultation responses
were read and considered by Rector, Pro-rector and the strategy secretariat, resulting in the
preparation of a new revised strategy document.
Following a process by the Executive Management on 5 October 2015 of a draft version of the
revised strategy document, final amendments were made, and a consultation note was prepared
before the strategy was submitted for the approval by the University Board on 26 October 2015.
Any substantial changes and amendments made in the strategy document as a result of the
consultation responses received are outlined in the following.
Outline of substantial changes
Effect of PBL
The consultation responses express general support of the draft version of AAU’s new strategy
2016-21; in particular, positive response has been expressed to an increase in our focus on the PBL
learning model, which is one of AAU’s characteristic features. Several responses welcome the
initiative that the results of our problem based learning method should be documented.
A strategy aiming at “more of everything”
In several consultation responses and at several staff dialogue meetings concern has been
expressed that the new strategy intends to do “more of everything”; this is hardly possible under
existing conditions. The Executive Management would like to acknowledge the concern expressed
in the organisation as to whether sufficient resources are available, financial as well as in terms of
staff numbers, for the visions of the strategy to be fulfilled. An addition has therefore been made
to the strategy stating that deselection and prioritisation of other tasks may become necessary in
order to implement the selected actions. Moreover, the intention is that in the forthcoming action
and implementation plans, the resource impact on the organisation will be taken into account. At
the same time, the activities initiated on the basis of the strategy will be planned so as to take into
account the day-to-day tasks of the members of staff involved; they will also be timed so as to fit in
with ordinary work tasks.
Job satisfaction and working environment
Several respondents, particularly trade union representatives and staff members, have called for
initiatives relating to job satisfaction and good working conditions in the draft strategy. The final
strategy therefore emphasises that members of staff are essential contributors to the success of
the AAU strategy; and that AAU as an organisation should be a good and desirable workplace.
Solution oriented research
Several respondents from the Humanities and Social Sciences have stated that the draft is biased
towards solution-oriented research; they have interpreted this to reflect a special strategic focus on
technical and scientific research. The solution oriented approach is considered to be too narrow,
not taking into account the extensive critical and problem oriented research being conducted in the
areas of the humanities and social sciences. This critique has been acknowledged, resulting in the
amended phrasing problem and solution oriented research.
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Examples
The examples given in the draft version of the strategy to underpin and exemplify argumentation in
favour of the actions were criticised by the Humanities and Social Sciences; they were said to
primarily recognise areas of technology and natural sciences. All examples will be deleted from the
final version.
Target group
Several of the responses have asked for the target group of the strategy to be identified. The
primary target group is our staff and students as well as external business partners; this critique has
therefore caused linguistic amendments to be made in the strategy document. At the same time,
the volume of the document has been reduced, and its form has been adjusted so as to become
more precise.
DNA string
Several respondents recognise and vouch for the characteristic features; however, they question
what precisely these imply. Moreover, many respondents find it problematic to use the concept
DNA about AAU’s characteristic features. This concept has now been deleted, since many have
pointed out, and rightly so, that a DNA string sends a signal of a stationary state, excluding the
possibility of change. The number of characteristic features has been reduced to four; these reflect
better the culture, identity and cohesion of AAU.
Knowledge collaboration and small and medium-sized enterprises (SME)
Several faculties have expressed concern that the main strategic focus of the knowledge
collaboration in the strategy draft was on SMEs. The final strategy still directs a special focus
towards SME-collaboration; however, we have added that AAU will continue to cooperate with
large knowledge-intensive enterprises and public authorities, recognising the importance of this
work.
High-impact journals
Respondents from Humanities in particular have queried the use of the term “high-impact”
journals; this has resulted in rephrasing the action 1.1 into increasing the proportion of
contributions to recognised and distinguished publications.
Overview of the strategy at the end of the document
In the overview presented at the end of the final version of the strategy more precise formulations
regarding the action points have been added. This has made clearer what exactly the concrete
actions imply.
New title
A number of strategy titles were suggested, and the title adopted by the Executive Management is:
Knowledge for the world. This title frames the strategy's overall vision for the future of the
University.
Preparation of action and implementation plans
Several respondents asked for information regarding implementation plans for actions outlined in
the strategy. The drawing up of action and implementation plans takes place in six groups
appointed by the Executive Management. The groups consist of management representatives from
all main areas, and an executive manager chairs each of the groups. The task of the action plan
groups is to translate the actions outlined in the strategy into concrete action plans which will
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support the implementation of the strategy in the organisation. The work must be completed by 10
November to be presented for the approval of the Executive Management on 16 November.
Opportunities to learn more about the action and implementation plans will be offered at staff
meetings held by the Rectorate during December in Aalborg, Esbjerg and Copenhagen. These
meetings will mark the official launching of the strategy will take place.
On behalf of the Executive Management,
Pro-rector Inger Askehave
Suppliers of written consultation responses:
Councils and committees
The steering committee of The Danish Building Research Institute, Academic Council and the
Cooperation and Safety Committee under The Danish Building Research Institute, The Main
Working Environment Committee, the Shared Services Consultation and Working Environment
Committee, Academic Council at the Faculty of Medicine, the Faculty of Medicine Consultation
Committee, Academic Council at the Faculty of Engineering and Science, the Faculty of Engineering
and Science Consultation Committee, the Consultation Committee B-side, the Main Joint
Consultation Committee B-side.
Shared Services, faculties and Danish Building Research Institute
The Danish Building Research Institute staff dialogue meeting, Shared Services staff dialogue
meeting, Technical Services staff meeting, Faculty of Medicine staff dialogue meeting, Faculty of
Social Sciences dialogue meeting, The Danish Building Research Institute/Faculty of Engineering and
Science staff dialogue meeting, Humanities staff dialogue meeting, Aalborg University Library, the
Academy for Part-time Master Studies and the Secretariat for Continuing and Further Education,
the HR department, International Office, the Faculty Office for the Faculties of Engineering and
Science and Medicine, including the Faculty Office Consultation Committee, AAU Innovation and
Research Support, the Humanities union representatives (Danish Association of Masters and PhDs
and Danish Psychological Association), Humanities Faculty Office
Schools and study boards
Department of Sociology and Social Work, Department of Business and Management, Department
of Law, Study Board of History, Study Board of Economics, Study Board of the Master’s Programme
in Social Work, Department of Computer Science, School of Engineering and Natural Sciences, Study
Board of Architecture and Design, School of Information and Communication Technology, Study
Board of English, German and Cultural Understanding, Department of Communication and
Psychology, Study Board of International Business Communication, Study Board of Danish, Study
Board of Music Therapy, Study Board of Communication and Digital Media, Department Council
(Humanities), Department of Political Science, LangLing research group, AAU Language and
Communication Services (LACS)
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Individual members of staff
Birgitta Schiørring Madsen, Birte C. Hornemann, Pernille Lykkegaard Jensen, Mogens Juul Møller,
Pascal Madeleine, Karen Gjesing Welinder, Jesper Møller, Rasmus Waage Petersen, Nina
Schjoldager, Marianne Rostgaard, Hanne Tange, Margrethe Holm Andersen, Ernst Jan de Place
Hansen
Students
Cecilie Majgaard Olesen
Dialogue meetings with students (Aalborg, Esbjerg and Copenhagen)
Staff groups
Lea Louise Holst Laursen (on behalf of Urban Design)
Christian Nielsen, Morten Dahlgaard, Søren Hougaard, Niels Maarbjerg Olesen, Birgitte Gregersen,
Jesper Lindgaard Christensen, Kristian Brøndum, Ann Charlotte Thorsted, Claus Andreas Foss
Rosenstand, Søren Bolvig Poulsen, Søren Hansen, Frank Gertsen, Christian Tollestrup, Christian
Ravn Haslam, Morten Lund, Ivan Aaen, Jens Myrup Pedersen, Lars Krull, Johannes Jan Struijk,
Margit Saltofte Nielsen, Thomas Vibjerg Hansen, Marie Fallgaard, Christoffer Baadsgaard, Mikael
Vetner, Anete Mikkala Camille Strand, Berit Møller, Lone Dirckinck-Holmfeld, Lone Krogh, Anette
Kolmos, Finn Thorbjørn Hansen, Romeo V. Turcan
Johannes Andersen, Michael Skipper Andersen, Jens H. Andreasen, Finn Arler, Christian Aunsborg,
Janne Bang, Henrike Engele Elisabeth Boer, Thomas Ditlev Brunø, Esben Toke Christensen, Ellen
Christiansen, Christian Clausen, Thomas Condra, Joachim Danckert, Mark de Zee, Iskra DukovskaPopovska, Benny Endelt, Kaare Eriksen, Jesper Franch, Frank Gertsen, Jens Ammitzbøll Glud,
Rasmus Grøn, Carsten Jahn Hansen, Mette Weinreich Hansen, Poul Henrik Kyvsgaard Hansen, Stine
Rosenlund Hansen, Peter Hasle, Per Kvols Heiselberg, Anders Horsbøl, Frede Hvelplund, Hans
Henrik Hvolby, Hans Hüttel, Thomas Arvid Jaeger, Erik Appel Jensen, Finn Verner Jensen, Jørgen
Elsøe Jensen, Lars Rosgaard Jensen, Ole B. Jensen, Ulrik Jørgensen, Jørgen Asbøll Kepler, Uwe G.
Kersting, Hans Kiib, Jesper Kjeldskov, Niels Heine Kristensen, Pernille Kræmmergaard, Raino Mikael
Larsen, Astrid Heidemann Lassen, Inger Lassen, Martin Lehmann, Esben Lindgaard, Erik Lund,
Henrik Lund, Mette Lübeck, Peter Stephensen Lübeck, Ole Madsen, Brian Vad Mathiesen, Rikke
Vestergaard Matthiesen, Thomas B. Moeslund, Mette Mosgaard, Henrik Møller, Jesper Møller,
Jørgen Møller, Jeppe Lund Nielsen, Jimmy Jessen Nielsen, Karl Brian Nielsen, Louise Møller Nielsen,
Christian Nøhr, Christian Gammelgaard Olesen, Niels Olhoff, Jens Myrup Pedersen, Daniel Pihl,
Petar Popovski, Maj-Britt Quitzau, John Rasmussen, Arne Remmen, Lasse Aistrup Rosendahl, Jesper
Raakjær, Jan Schjødt-Thomsen, Finn Schou, Carla Smink, Karl Sperling, Kenn Steger-Jensen, Jeanne
Strunck, Peder Søberg, Esben Munk Sørensen, Stig B. Taps, Paola Valero, Anders Vestergaard,
Michael Voigt, Karen Gjesing Welinder, Peter Westermann, Lars Domino Østergaard.
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