5. EVALUATION OF THE FACULTY OF HEALTH SCIENCES
5.1 A. I. Virtanen Institute for Molecular Sciences
A SCIENTIFIC QUALITY OF RESEARCH
During its existence the A.I. Virtanen Institute for Molecular Sciences (AIVI) has built its operations with clear vision and has become one of the leading places in the world when it comes to development of viral vectors, their use in clinical trials and, hopefully, one day with market authorization in certain diseases. Also the neuroscience part is of high quality with excellent international standing. Research on Alzheimer’s disease and epilepsy are at top international level.
Overall, the quality of the research can be easily realized from the high level of external funding including a significant part from international sources, academy professor positions, centre of excellence status and awards. However, AIVI also contains groups with acceptable but not outstanding performance and with strategies that do not point to real breakthroughs in the near future.
B RESEARCH ACTIVITIES VS STRATEGY
The research activities of AIVI are well in line with the strategy of the University and the Faculty of Health Sciences – with emphasis on ‘Health and well-being’ and
‘New technologies and materials’. The overall goals were clearly set out in the presentations for the Panel.
C INTERNATIONAL AND NATIONAL RESEARCH COLLABORATION AND RESEARCHER MOBILITY
AIVI is exceptionally well networked locally, nationally and internationally and it has been able to attract significant number of both foreign group leaders and doctoral/postdoctoral students. Moreover, a number of AIVI’s researchers have spent some time in foreign laboratories.
D OPERATIONAL CONDITIONS
Operations of AIVI are heavily dependent on expensive machinery. So far, the necessary purchases have been successfully executed. However, the half-life of modern equipment is regrettably short and to stay on the top, budgeting of new machinery is a MUST. This is inevitably creating a threat for the future.
The Panel learnt that some complex and expensive machines/microscopes are not optimally used as core-facility personnel is lacking. Also the current situation of the animal facilities was seen problematic. This situation should be looked into and appropriate measures taken. The continued success of AIVI certainly hinges on the availability of modern and cost-efficient animal facilities.
5.1 A. I. VIRTANEN INSTITUTE FOR MOLECULAR SCIENCES
A SCIENTIFIC QUALITY OF RESEARCH
During its existence the A.I. Virtanen Institute for Molecular Sciences (AIVI) has built its operations with clear vision and has become one of the leading places in the world when it comes to development of viral vectors, their use in clinical trials and, hopefully, one day with market authorization in certain diseases. Also the neuroscience part is of high quality with excellent international standing. Research on Alzheimer’s disease and epilepsy are at top international level.
Overall, the quality of the research can be easily realized from the high level of external funding including a significant part from international sources, academy professor positions, centre of excellence status and awards. However, AIVI also contains groups with acceptable but not outstanding performance and with strategies that do not point to real breakthroughs in the near future.
B RESEARCH ACTIVITIES VS STRATEGY
The research activities of AIVI are well in line with the strategy of the University and the Faculty of Health Sciences – with emphasis on ‘Health and well-being’ and
‘New technologies and materials’. The overall goals were clearly set out in the presentations for the Panel.
C INTERNATIONAL AND NATIONAL RESEARCH COLLABORATION AND RESEARCHER MOBILITY
AIVI is exceptionally well networked locally, nationally and internationally and it has been able to attract significant number of both foreign group leaders and doctoral/postdoctoral students. Moreover, a number of AIVI’s researchers have spent some time in foreign laboratories.
D OPERATIONAL CONDITIONS
Operations of AIVI are heavily dependent on expensive machinery. So far, the necessary purchases have been successfully executed. However, the half-life of modern equipment is regrettably short and to stay on the top, budgeting of new machinery is a MUST. This is inevitably creating a threat for the future.
The Panel learnt that some complex and expensive machines/microscopes are not optimally used as core-facility personnel is lacking. Also the current situation of the animal facilities was seen problematic. This situation should be looked into and appropriate measures taken. The continued success of AIVI certainly hinges on the availability of modern and cost-efficient animal facilities.
107
Existence of several small units with special demands hampers optimal use of the infrastructure. AIVI should consider whether it would be appropriate to rethink the organization of the core facilities. For example, staff dedicated to core facilities and trained to use several facilities could handle the needs of the whole Institute even if somebody leaves or goes on vacation. This could make the organization less vulnerable and less person-dependent than it is today.
E IMPACT OF RESEARCH
The research has had exceptionally high impact in the development of biotech industry in Finland – this concerns both therapies utilizing viral vectors and therapies aiming at treating neurological disorders. The Panel was impressed with the fact that academically outstanding scientists have had the courage and energy to exploit their discoveries in the industrial sphere. Bibliometric analyses reveal high citation frequencies for several of the PIs.
F STRATEGIC VISION
Both Departments of AIVI, the Department of Biotechnology and Molecular Medicine and the Department of Neurobiology are aiming at being among the leading centres in the world and Europe, respectively. The Department of Biotechnology and Molecular Medicine will focus on cardiovascular translational aspects extending from basic discoveries to preclinical and clinical trials at the University Hospital. The Department of Neurobiology aims at pursuing its ambitions in translational neuroscience. The current strengths of both Departments are convincing and the aims are realistic. However, as the development both in viral vectors and translational neuroscience is advancing with high speed in other centres as well, new recruitments are required. New recruitments should be done with utmost attention to quality and international competitiveness.
OVERALL COMMENTS
The A.I. Virtanen Institute is an impressive hub for basic and translational research in the fields of cardiovascular disease and neuroscience. There are few places in the world where translation from molecules to clinic is carried out with the same diligence as here. The National Virus Vector Laboratory is state of the art, and following a recent upgrade it is now equipped for large-scale production of gene transfer vectors. The VEGF-D clinical trial is close to reaching the target of 30 patients. This trial, and subsequent ones still in the planning stage, are likely to place UEF firmly on the international map of leading biomedical institutions.
Few basic science institutes worldwide manage to maintain such a clear research focus as AIVI does. Cardiovascular disease is approached from diverse angles and areas of expertise, including molecular physiology, imaging, and cardiovascular signaling. The translational perspective is evident throughout. However, there is a fine balance to be struck. While joining forces towards a common goal is something to be applauded, the young scientists need to develop their own independent path.
Not least is this important for ensuring success in the ERC Starting Grant system.
With the competence at hand, AIVI should be even more efficient in encouraging its young researchers to apply for ERC Starting Grants and other international grants that could help promote their careers and secure a more robust funding base for the Institute.
Together with the Faculty and the University, AIVI should establish strategies that open for a larger influx of funding from the ERC and EU. AIVI will continue to be heavily dependent on external funding. Strategies, incentives, and dissemination policies must be developed with due attention to this fact. This said, it is also essential that AIVI retains a predictable core funding. Thus, the ability of AIVI to garner international grants depends on a stable funding base from the University.
As the Institute does not have any significant responsibilities in basic education and is aiming at producing world-class level of research, it could be wise to evaluate the scientific performance of individual groups on a regular basis so as to open AIVI for some rotation.
In sum, the Panel recommends:
i. that new recruitments are made with utmost attention to track record and international competitiveness;
ii. that career paths are developed to foster independence of young investigators and secure their potential for success in the ERC;
iii. that scientific performance is evaluated on a regular basis, opening AIVI for rotation of groups;
iv. that the strongest possible emphasis is placed on garnering external funding from external sources including Horizon 2020;
v. that a strategy group is established to meet the described challenges regarding infrastructure and animal facilities.
NUMERIC EVALUATION
CRITERIA NUMERIC
EVALUATION SCALE 1-6
Scientific quality of research 5
International and national research collaboration and
researcher mobility 5
Operational conditions 5
Impact of research 5
OVERALL ASSESSMENT (not the average of the scores above)
5
Not least is this important for ensuring success in the ERC Starting Grant system.
With the competence at hand, AIVI should be even more efficient in encouraging its young researchers to apply for ERC Starting Grants and other international grants that could help promote their careers and secure a more robust funding base for the Institute.
Together with the Faculty and the University, AIVI should establish strategies that open for a larger influx of funding from the ERC and EU. AIVI will continue to be heavily dependent on external funding. Strategies, incentives, and dissemination policies must be developed with due attention to this fact. This said, it is also essential that AIVI retains a predictable core funding. Thus, the ability of AIVI to garner international grants depends on a stable funding base from the University.
As the Institute does not have any significant responsibilities in basic education and is aiming at producing world-class level of research, it could be wise to evaluate the scientific performance of individual groups on a regular basis so as to open AIVI for some rotation.
In sum, the Panel recommends:
i. that new recruitments are made with utmost attention to track record and international competitiveness;
ii. that career paths are developed to foster independence of young investigators and secure their potential for success in the ERC;
iii. that scientific performance is evaluated on a regular basis, opening AIVI for rotation of groups;
iv. that the strongest possible emphasis is placed on garnering external funding from external sources including Horizon 2020;
v. that a strategy group is established to meet the described challenges regarding infrastructure and animal facilities.
NUMERIC EVALUATION
CRITERIA NUMERIC
EVALUATION SCALE 1-6
Scientific quality of research 5
International and national research collaboration and
researcher mobility 5
Operational conditions 5
Impact of research 5
OVERALL ASSESSMENT (not the average of the scores above)
5
109