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ATW December 2022

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Vol 21 No 3 December 2022ISSN 2752-3918Ofﬁ cial Journal of the Institute of Animal Technology and European Federation of Animal Technologists● IAT Education programme IAT JournalAnimal Technology and WelfareEducation for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal WelfareEducation for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competent and can perform their role effectively. ● Level 6 Project dissertations● Congress 22 Posters Part 2

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2023 Awards:Now Accepting Applications6 Exciting NewAwards CategoriesThe Janet Wood Innovation Awards is back in 2023 with a brand new look &format. Over the past 3 years the world and our industry has faced unprecedented hardships. From these hardships, amazing stories of innovation, compassion, determination and achievement have emerged.We want to shine a light on these stories and recognise the extraordinary work that has continued to take place in our industry in the face of adversity. The Janet Wood Innovation Awards is back for 2023 with 6 exciting new awards categories.Wellbeing AwardEnvironmental AwardInnovation AwardOutstanding ContributionTeam Of The YearLeader Of The YearCelebrating excellence in the bioscience industryEnter online www.jwiaward.co.ukScan to nd out more

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147August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareEditorialJas Barley, Chair of the Editorial BoardThe Institute of Animal TechnologyEducation ProgrammeSteve CubittMouse food hopper dividers for areﬁ ned feeding method Georgina OroszProject ManagementHeather WarnockOrganising and hosting scientiﬁ c webinars for the IAT London branchRobin LabesseTick@Lab project – Project planningMark HaslerProposal for a European Cancer Trust project Louis KitchenhamABSTRACT TRANSLATIONSFrench, German, Italian, SpanishPOSTERSHopping mad – an abnormal (gait) investigation Lily Armstrong and Michael WebbDoes environmental colour matter to Zebraﬁ shRyan Goldsmith and Carole WilsonNot everyone likes bubbles! Trials and tribulations of fumigating a new lifesciences facility using hydrogen peroxidePaul Haskins and Keith SavillGreen Clay: not just for a pretty faceHannah BissmireReﬁ ning identiﬁ cation methods of Gallus gallus domesticusBilly Mathews, Rachel New, Sophie Bentley, Jessica Want, Michael Collett and Paul SmithVol 21 No 3 December 2022EditorialJas Barley, Chair of the Editorial BoardReport of the 2019 RSPCA/UFAW RodentWelfare Group meetingChloe Stevens, Emily Finnegan, Jasmine Clarkson,Charlotte Burns, Sonia Bains, Colin Gilbert,Caroline Chadwick, Samantha Izzard, Charlotte Inman,Penny Hawkins (Secretary) and Huw GolledgeReduction of the negative effects ofmethionine on bone parameters in broilers’embryos by intra-egg injection of Vitamin B12Mohammad Naser Nazem, Shima Tasharofi,Negin Amiri and Sepideh SabzekarThe care of the Childr en’s Python(Antaresia children)Alexander Hosking and Gary MartinicFeline-assisted therapy: a promising part of animal assisted therapy (AAT)Eliska Mičková and Krityna MachovaThe care of Central and Pygmy Bearded DragonsAlexander Hosking and Gary MartinicPAPER SUMMARY TRANSLATIONSFrench, German, Italian, SpanishLOOKING BACKPhysical hazards in the laboratory animal houseR.T. CharlesThe incidence of a pathogenic strain of pseudomonas in a rabbit colonyG.R. Alpen and K. MaerzTECH-2-TECHDevelopment of a sifting cage change method for rats to improve welfareSeonagh HendersonVol 1 9 No 2 August 2020CONTENTSiAugust20:Animal Technology and Welfare 4/8/20 10:48 Page i183177209244234231157153Vol 21 No 3 December 2022ISSN 2752-3918Ofﬁ cial Journal of the Institute of Animal Technologyand European Federation of Animal Technologists● IAT Education programme● Level 6 Project dissertations● Congress 22 Posters Part 2 IAT JournalAnimal Technologyand WelfareEducation for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal WelfareEducation for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.Education for Better Science and Animal Welfarewww.iateducation.co.uk info@iateducation.co.ukWelfareDevelopmentHigher StandardsProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowOn The Job TrainingNew SkillsRecognitionWelfareProfessionalFlexibleCerticatesCareer ProgressionPracticalGrowApprenticeshipsAnimal Technologist Level 3. Standardreference number ST0058. Duration ofApprenticeship Typically 24 months.DiplomasOfqual recognised IAT diplomas aredelivered in a range of settings, in theworkplace, classroom, or remotely.End Point AssessmentsIAT Education assess apprentices,judges whether they are fully competentand can perform their role effectively.1982382422181602023 Awards:Now AcceptingApplications6 Exciting NewAwards CategoriesThe Janet Wood Innovation Awards is back in 2023 with a brand new look &format. Over the past 3years the world and our industry has faced unprecedented hardships. From these hardships, amazingstories of innovation, compassion, determination and achievement have emerged.We want to shine a light on these stories and recognise the extraordinary work that has continued totake place in our industry in the face of adversity. The Janet Wood Innovation Awards is back for 2023with 6 exciting new awards categories.Wellbeing AwardEnvironmental AwardInnovation AwardOutstanding ContributionTeam Of The YearLeader Of The YearCelebrating excellence in the bioscience industryEnter online www.jwiaward.co.ukScan to ndout more

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vOFFICERSPresidentDr Robin Lovell-Badge CBE FRSImmediate Past PresidentProfessor Sir Richard Gardner MA PhD FRSBFIAT (Hon) FRSVice-PresidentsSenga Allan MIAT RAnTech, David Anderson MRCVS,Stephen Barnett BA MSc FIAT (Hon) CBiol FRSBRAnTech, Miles Car roll PhD, Paul Flecknell MA Vet MBPhD DLAS DipLECVA MRCVS FIAT (Hon), PennyHawkins PhD BSc, Wendy Jarrett MA, Judy MacArthur-Clark CBE BVMS DLAS FRSB DVMS (h.c.) DipECLAMFRAgS DipACLAM MRCVS, Fiona McEwen BSc BVM&SMSc MRCVS, Tim Morris BVetMed PhD DipACLAMDipECLAM CBiol FRSB CertLAS MRCVS, Clive PageOBE PhD BSc, Jan-Bas Prins PhD MSc, Vicky RobinsonCBE BSc PhD, Paul Sanders MIAT RAnTech, DavidSpillane FIAT, Gail Thompson RLATG, Rober tWeichbrod PhD RLATGLife MembersKen Applebee OBE FIAT CBiol FRSB RAnTech,Charlie Chambers MIAT RAnTech, Roger Francis MScFIAT RAnTech, Pete Gerson MSc FIAT RAnTech,Cathy Godfrey FIAT RAnTech, John Gregory BSc (Hons)FIAT CBiol FRSB RAnTech, Patrick Hayes FIAT DipBARAnTech, Rober t Kemp FIAT (Hon) RAnTech,Phil Ruddock MIAT RAnTech, Ted Wills FIAT (Hon)RAnTechHonorary MembersMark Gardiner MIAT RAnTech, Sarah Lane MSc FIAT,Sue McHugh BSc FIAT, Norman Mortell BA (Hons)MIAT RAnTech, Wendy Steel BSc (Hons) FIATMembers of CouncilMatthew Bilton, Kally Booth, Steven Cubitt,Simon Cumming, Haley Daniels, Glyn Fishe r,Nicky Gent, Alan Graham, Linda Horan, Sam Jameson,Elaine Kirkum, Adele Kitching, Ther esa Langford,Sylvie Mehigan, Steve Owen, Alan Palmer, AllanThornhill, John Waters, Lynda Westall, Carole Wilson,Adrian WoodhouseCouncil OfficersChair: Linda Horan BSc (Hons) MIAT RAnTechVice Chair: Glyn Fisher FIAT RAnTechHonorary Secretary:Simon Cumming BSc FIAT RAnTechHonorary Treasurer: Glyn Fisher FIAT RAnTechChair of Board of Educational Policy:Steven Cubitt MSc FIAT RAnTechChair Registration & Accreditation Board:Glyn Fisher FIAT RAnTechATW Editor: Jas Barley MSc FIAT RAnTechBulletin Editor: Carole Wilson BSc MIATATW/Bulletin Editorial Board:IAT REPRESENTATIVESAugust20:Animal Technology and Welfare 4/2/21 13:19 Page vvOFFICERSPresidentDr Robin Lovell-Badge CBE FRSImmediate Past PresidentProfessor Sir Richard Gardner MA PhD FRSBFIAT (Hon) FRSVice-PresidentsSenga Allan MIAT RAnTech, David Anderson MRCVS,Stephen Barnett BA MSc FIAT (Hon) CBiol FRSBRAnTech, Miles Car roll PhD, Paul Flecknell MA Vet MBPhD DLAS DipLECVA MRCVS FIAT (Hon), PennyHawkins PhD BSc, Wendy Jarrett MA, Judy MacArthur-Clark CBE BVMS DLAS FRSB DVMS (h.c.) DipECLAMFRAgS DipACLAM MRCVS, Fiona McEwen BSc BVM&SMSc MRCVS, Tim Morris BVetMed PhD DipACLAMDipECLAM CBiol FRSB CertLAS MRCVS, Clive PageOBE PhD BSc, Jan-Bas Prins PhD MSc, Vicky RobinsonCBE BSc PhD, Paul Sanders MIAT RAnTech, DavidSpillane FIAT, Gail Thompson RLATG, Rober tWeichbrod PhD RLATGLife MembersKen Applebee OBE FIAT CBiol FRSB RAnTech,Charlie Chambers MIAT RAnTech, Roger Francis MScFIAT RAnTech, Pete Gerson MSc FIAT RAnTech,Cathy Godfrey FIAT RAnTech, John Gregory BSc (Hons)FIAT CBiol FRSB RAnTech, Patrick Hayes FIAT DipBARAnTech, Rober t Kemp FIAT (Hon) RAnTech,Phil Ruddock MIAT RAnTech, Ted Wills FIAT (Hon)RAnTechHonorary MembersMark Gardiner MIAT RAnTech, Sarah Lane MSc FIAT,Sue McHugh BSc FIAT, Norman Mortell BA (Hons)MIAT RAnTech, Wendy Steel BSc (Hons) FIATMembers of CouncilMatthew Bilton, Kally Booth, Steven Cubitt,Simon Cumming, Haley Daniels, Glyn Fishe r,Nicky Gent, Alan Graham, Linda Horan, Sam Jameson,Elaine Kirkum, Adele Kitching, Ther esa Langford,Sylvie Mehigan, Steve Owen, Alan Palmer, AllanThornhill, John Waters, Lynda Westall, Carole Wilson,Adrian WoodhouseCouncil OfficersChair: Linda Horan BSc (Hons) MIAT RAnTechVice Chair: Glyn Fisher FIAT RAnTechHonorary Secretary:Simon Cumming BSc FIAT RAnTechHonorary Treasurer: Glyn Fisher FIAT RAnTechChair of Board of Educational Policy:Steven Cubitt MSc FIAT RAnTechChair Registration & Accreditation Board:Glyn Fisher FIAT RAnTechATW Editor: Jas Barley MSc FIAT RAnTechBulletin Editor: Carole Wilson BSc MIATATW/Bulletin Editorial Board:IAT REPRESENTATIVESAugust20:Animal Technology and Welfare 4/2/21 13:19 Page vCouncil OfﬁcersChair: Linda Horan BSc (Hons) MIAT RAnTechVice Chair: Glyn Fisher FIAT RAnTechHonorary Secretary: Simon Cumming BSc FIAT RAnTechHonorary Treasurer: Glyn Fisher FIAT RAnTechChair of Board of Educational Policy: Steven Cubitt MSc FIAT RAnTechChair Registration & Accreditation Board: Ken Applebee OBE FIAT CBiol FRSB RAnTech ATW Editor: Jas Barley MSc FIAT RAnTechBulletin Editor: Carole Wilson BSc MIATATW/Bulletin Editorial Board: Jas Barley (Chair), Nicky Gent, Patrick Hayes, Diane Hazlehurst, Elaine Kirkum, Carole Wilson, Lynda WestallBranch Liaison Ofﬁcer:Kally Booth MIAT RAnTechEFAT Representatives:Glyn Fisher, Robin Labesse MIAT RAnTech, Toby SandersWebsite Coordinator:Allan Thornhill FIAT RAnTechAnimal Welfare Group:John Waters (Chair), Carmen Abela, Kally Booth, Nicky Gent, Sam Jameson, Sylvie Mehigan, Steve OwenBoard of Educational Policy:Steven Cubitt (Chair), Adele Kitching (Secretary), Diane Hazlehurst, Robin Labesse, Tina O’Mahoney Communications Group:Adrian Woodhouse (Chair), Carmen Abela, Kally Booth, Hannah Easter, Sam Jameson, Wendy Jarrett, Elaine Kirkum, Teresa Langford, Sylvie Mehigan, Toby Sanders, Allan Thornhill, Lynda WestallVice-PresidentsSenga Allan MIAT RAnTech, David Anderson MRCVS, Stephen Barnett BA MSc FIAT (Hon) CBiol FRSB RAnTech, Miles Carroll PhD, Penny Hawkins PhD BSc, Wendy Jarrett MA, Judy MacArthur-Clark CBE BVMS DLAS FRSB DVMS (h.c.) DipECLAM FRAgS DipACLAM MRCVS, Fiona McEwen BSc BVM&S MSc MRCVS, Tim Morris BVetMed PhD DipACLAM DipECLAM CBiol FRSB CertLAS MRCVS, Clive Page OBE PhD BSc, Jan-Bas Prins PhD MSc, Vicky Robinson CBE BSc PhD, Paul Sanders MIAT RAnTech, David Spillane FIAT, Gail Thompson RLATG, Robert Weichbrod PhD RLATGLife MembersKen Applebee OBE FIAT CBiol FRSB RAnTech, Charlie Chambers MIAT RAnTech, Roger Francis MSc FIAT RAnTech, Pete Gerson MSc FIAT RAnTech, Cathy Godfrey FIAT RAnTech, John Gregory BSc (Hons) FIAT CBiol FRSB RAnTech, Patrick Hayes FIAT DipBA RAnTech, Robert Kemp FIAT (Hon) RAnTech, Phil Ruddock MIAT RAnTech, Ted Wills FIAT (Hon) RAnTechHonorary MembersMark Gardiner MIAT RAnTech, Sarah Lane MSc FIAT,Stuart Mackrell FIAT RAnTech, Sue McHugh BSc FIAT, Wendy Steel BSc (Hons) FIAT Members of CouncilCarmen Abela, Ken Applebee, Kally Booth, Steven Cubitt, Simon Cumming, Haley Daniels, Glyn Fisher, Nicky Gent, Alan Graham, Diane Hazlehurst, Linda Horan, Sam Jameson, Elaine Kirkum, Adele Kitching, Robin Labesse, Theresa Langford, Sylvie Mehigan, Tina O’Mahony, Toby Sanders, Allan Thornhill, John Waters, Lynda Westall, Carole Wilson, Adrian Woodhouse

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BRANCH SECRETARIES 2022Cambridge: Tony Davidge cambridgebranch@iat.org.ukEdinburgh: Kery-Anne Lavin-Thomson edinburghbranch@iat.org.ukHuntingdon, Suffolk & Norfolk: Jo Martin hssbranch@iat.org.ukIreland: Lisa Watson irelandbranch@iat.org.ukLondon: Rebecca Towns londonbranch@iat.org.ukMidlands: Ian Fielding midlandsbranch@iat.org.ukNorth East England: Zoe Smith and John Bland northeastbranch@iat.org.ukNorth West: Nicky Windows cheshirebranch@iat.org.ukOxford: Adam Truby oxfordbranch@iat.org.ukSurrey, Hampshire & Sussex: Francesca Whitmore shsbranch@iat.org.ukWest Middlesex: Josefine Woodley westmiddxbranch@iat.org.ukWales & West: Rhys Perry waleswestbranch@iat.org.ukWest of Scotland: Joanne King westscotlandbranch@iat.org.ukIAT OFFICERS M AY BECONTACTED VIA:IAT Administrator:admin@iat.org.ukOR VIA THE IAT WEBSITE AT :www.iat.org.ukOR THE REGISTERED OFFICE:5 South Parade, Summertown,Oxford OX2 7JLAdvertisement Managers:PRC Associates LtdEmail: mail@prcassoc.co.ukAlthough every effort is made to ensure that no inaccurate or misleading data, opinion or statement appear in thejournal, the Institute of Animal Technology wish to expound that the data and opinions appearing in the articles,poster presentations and advertisements in ATW are the responsibility of the contributor and advertiser concerned.Accordingly the IAT, Editor and their agents, accept no liability whatsoever for the consequences of any suchinaccurate or misleading data, opinion, statement or advertisement being published. Furthermore the opinionsexpressed in the journal do not necessarily reflect those of the Editor or the Institute of Animal Technology.© 2022 Institute of Animal TechnologyAll rights reserved. No part of this publication may be reproduced without permission from the publisher.CPD Officer: Alan Palmer MIAT RAnTechRegistration and Accreditation Board:Glyn Fisher (Chair), John Gregor y,Cathy Godfrey, Kathy Ryder (Home Office),Stuart StevensonObserver: Ngaire Dennison (LAVA)Congress Committee:Alan Graham (Chair), Haley Daniels, Adele Kitching,Allan Thornhill, John WatersDiversity Officer:Haley Daniels MBA MSc MIAT RAnTech CIPDUK Biosciences ASG Representative/Home Office:Alan Palmer MIAT RAnTechviAugust20:Animal Technology and Welfare 12/8/20 07:54 Page viRegistration and Accreditation Board:Ken Applebee (Chair), Glyn Fisher, Charlie Chambers, John Gregory, Cathy Godfrey, Kathy Ryder, Wendy Steel, Stuart StevensonObserver: Ngaire Dennison (LAVA)Congress Committee:Alan Graham (Chair), Haley Daniels, Adele Kitching,Allan Thornhill, John WatersEquity, Diversity and Inclusion Ofﬁ cer:Haley Daniels MBA MSc MIAT RAnTech CIPDIndex to AdvertisersBRANCH SECRETARIES 2022Cambridge: Tony Davidge cambridgebranch@iat.org.ukEdinburgh: Kery-Anne Lavin-Thomson edinburghbranch@iat.org.ukHuntingdon, Suffolk & Norfolk: Jo Martin hssbranch@iat.org.ukIreland: Lisa Watson irelandbranch@iat.org.ukLondon: Rebecca Towns londonbranch@iat.org.ukMidlands: Ian Fielding midlandsbranch@iat.org.ukNorth East England: Zoe Smith and John Bland northeastbranch@iat.org.ukNorth West: Nicky Windows cheshirebranch@iat.org.ukOxford: Adam Truby oxfordbranch@iat.org.ukSurrey, Hampshire & Sussex: Francesca Whitmore shsbranch@iat.org.ukWest Middlesex: Josefine Woodley westmiddxbranch@iat.org.ukWales & West: Rhys Perry waleswestbranch@iat.org.ukWest of Scotland: Joanne King westscotlandbranch@iat.org.ukIAT OFFICERS M AY BECONTACTED VIA:IAT Administrator:admin@iat.org.ukOR VIA THE IAT WEBSITE AT :www.iat.org.ukOR THE REGISTERED OFFICE:5 South Parade, Summertown,Oxford OX2 7JLAdvertisement Managers:PRC Associates LtdEmail: mail@prcassoc.co.ukAlthough every effort is made to ensure that no inaccurate or misleading data, opinion or statement appear in thejournal, the Institute of Animal Technology wish to expound that the data and opinions appearing in the articles,poster presentations and advertisements in ATW are the responsibility of the contributor and advertiser concerned.Accordingly the IAT, Editor and their agents, accept no liability whatsoever for the consequences of any suchinaccurate or misleading data, opinion, statement or advertisement being published. Furthermore the opinionsexpressed in the journal do not necessarily reflect those of the Editor or the Institute of Animal Technology.© 2022 Institute of Animal TechnologyAll rights reserved. No part of this publication may be reproduced without permission from the publisher.CPD Officer: Alan Palmer MIAT RAnTechRegistration and Accreditation Board:Glyn Fisher (Chair), John Gregor y,Cathy Godfrey, Kathy Ryder (Home Office),Stuart StevensonObserver: Ngaire Dennison (LAVA)Congress Committee:Alan Graham (Chair), Haley Daniels, Adele Kitching,Allan Thornhill, John WatersDiversity Officer:Haley Daniels MBA MSc MIAT RAnTech CIPDUK Biosciences ASG Representative/Home Office:Alan Palmer MIAT RAnTechviAugust20:Animal Technology and Welfare 12/8/20 07:54 Page viDatesand Ltd .................................................IFCAvid plc ........................................................148Institute of Animal Technology ..........154, 155, 230, 233, 0BCIPS Product Supplies Ltd ................................IBCLBS Serving Biotechnology Ltd .......................152Somni Scientiﬁ c ............................................ 151Tecniplast UK Ltd ..........................................156BRANCH SECRETARIES 2022Cambridge: Tony Davidge cambridgebranch@iat.org.ukEdinburgh: Kery-Anne Lavin-Thomson edinburghbranch@iat.org.ukHuntingdon, Suffolk & Norfolk: Jo Martin hssbranch@iat.org.ukIreland: Lisa Watson irelandbranch@iat.org.ukLondon: Louise Fisher londonbranch@iat.org.ukMidlands: Ian Fielding midlandsbranch@iat.org.ukNorth East England: Zoe Smith and John Bland northeastbranch@iat.org.ukNorth West: Nicky Windows cheshirebranch@iat.org.ukOxford: Adam Truby oxfordbranch@iat.org.ukSurrey, Hampshire & Sussex: Francesca Whitmore shsbranch@iat.org.ukWest Middlesex: Joseﬁ ne Woodley westmiddxbranch@iat.org.ukWest of Scotland: Joanne King westscotlandbranch@iat.org.uk

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153August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareEditorialJas BarleyChair of the Editorial BoardLooking back over issues of the Journal through its various identities, one thing is apparent and that is the contribution thatoverseas authors have made to the content. Topics have varied from dealing with exotic species, lack of sophisticated equipment,different attitudes to everyday problems, staff training and education and disease outbreaks. However, the resolute thathas beenconstant throughout, despite the differences across the world, is the love and concern for the animals being cared for.Many include interesting photographs but I unfor tunately am unable to use them as the quality of images is so poor whenrepr oduced, to the extent in some cases, they become worthless.Obviously, things have changed over seven decades and the technology described in contributions from overseas is less differentfrom what we use in the UK. This issue welcomes contributions from Australia, the Czech Republic and Iran as well, of coursefrom the UK. Since ATW became an Open Access publication and is being published electronically, it is enjoying a wider audienceand is attracting more contributions than usual. Not all are relevant to our profession, but knowledge is transferable so whatseems ‘off beat’ today may become useful in the future. However, as Editor I will always strive to maintain the quality of ourpublications and the usefulness to our readers.In this issue we include the RSPCA 2019 Rodent and Rabbit Welfare group meeting report. The 26th meeting that the RSPCA haveorganised focussed on ‘sentience, positive welfare and psychological well being’. The repor t contains contributions from 11presenters as well as notes on the interactive discussion session on sentience that closed the meeting.A paper from Iran, a first as far as I can see for the Journal, on reducing the negative effects of methionine on bone parametersin broilers’ embryos may seem of little relevance but it offers a better understanding of how methionine affects bone structurewhich is important to most species. Similarly, Feline Assisted Therapy as described by the team at the University of Life SciencesPrague does not appear to fall into the realms of Animal Technology but it gives us a better understanding of how animals can havea positive effect on some people, which in thecurrent situation may be of significant benefit to a wider population. Our final paperfrom the team at Western Sydney University, details the care of the Children’ Python and two species of Bearded Dragons. Notperhaps the run of the mill laboratory animals but just as important to many Animal Technologists globally as mice and rats. If youkeep reptiles at home or know of someone who is contemplating one as a pet these papers make useful reference documents. Wealso offer twopapers from previous issues of the Journal which were very different in appearance and content than today’s Journalof Animal Technology and Welfare and not only because of the change of title. Issues were printed in black and white and in the veryearly days were produced by hand. The paper from France on Physical Hazards in the laboratory animal house will bring back manymemories for some of the older technicians, myself included, but not necessarily good ones. The use of ether as an anaestheticwhich I know is still used in some countries where resources are limited, for human surgery, presented a very real danger to bothanimals and staff. Disease in laboratory animal units was often a recurring problem, bacterial infections such as Pseudomonas asdescribed in the reprint of the article were still presenting Animal Technologists with problems as late as the end of the 1980s. Whenimporting animals and tissues from overseas it is important to realise that they may be carrying disease not seen in the UK forseveral decades. In recent times, Ectromelia was introduced into a unit in the USA via antibodies produced overseas. Precautionsmust be taken until such time as you are sure that the animals and tissues are clear of any underlying infections.We are also able to offer in this issue an interesting Tech-2-Tech article by Seonagh Henderson of the University of Glasgow, ona novel technique of cage cleaning which hasa positive effect on the welfare of laborator y rats. Finally, we included several postersprepared for AST2020 but sadly at the moment r emain unpresented.Thanks again to all of our authors, past and present, both internationally and here in the UK. There would not have been 70 yearsof the Journal without you. Here is to the next seven decades and beyond.THE INSTITUTE OF ANIMAL TECHNOLOGYETHICAL STATEMENT“In the conduct of their Professional duties, Animal Technologists have a moral and legalobligation, at all times, to promote and safeguard the welfare of animals in their care,recognising that good laboratory animal welfare is an essential component of goodlaboratory animal technology and science.The Institute recognises and supports the application of the principles of the 3Rs(Replacement, Reduction, Refinement) in all areas of animal research.”ixAugust20:Animal Technology and Welfare 12/8/20 07:54 Page ixSince the inception of the European Federation of Animal Technologists (EFAT) the primary aim, has been to promote the harmonisation of education and training for European Animal Technologists and establish the highest standards of laboratory animal care and welfare by exchanging information and ideas via meetings, study groups, publications and all other appropriate means of communication.Since the beginning of EFAT the IAT Journal has been its ofﬁ cial journal as well as that of the IAT. Unfortunately the European contribution to the journal, particularly from Technical staff has not been extensive but we are hoping that will change in the future and that European EFAT members (IAT members are automatically members of EFAT) will contribute more content and have a greater presence in ATW. EditorialJas BarleyChair of the Editorial BoardDecember 2022 Animal Technology and WelfareKATY (Finland)Koe-elainhoitajien ja alan tyontekijoiden yhdistysIAT (UK)Institute of Animal Technologywww.iat.orgDALAS (Netherlands)Dutch Association of Laboratory Animal Scienceinfo@dalas.nlBCLAS (Belgium)Belgian Council for Laboratory Animal Sciencewww.bclas.orgIGTp (Germany)Interessergemeinschaft der Tierpfleger und des technischen Personalswww.IGTp.orgAFSTAL (France)Association Française de Science et Technique de l’Animal de Laboratoirewww.afstal.comSECAL (Spain)Sociedad Espanola par alas Ciencias del Animal de Laboratoriowww.secal.esEuropean Federationof Animal Technologists Education Representation with Law Makers Career Support Resources Support Network info@efat.org

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154Animal Technology and Welfare August 2020This issue of ATW is an Education special and we are delighted to include several of the IAT Level 6 students’ dissertations. They provide good guidance on how to carry out the required planning for projects regardless of the subject matter involved. Successful level 6 students are eligible to apply for Fellowship of the IAT (FIAT), providing of course they are members of the IAT. History:The concept of EFAT came from a meeting held in The Netherlands during the 1980s.A group of very enthusiastic Dutch technicians suggested an idea to have a universal manual that could cover all Animal Technicians working with laboratory animals across Europe.This seemingly simple idea turned out to be a lot more complicated than it ﬁrst appeared.A major breakthrough happened in 1992 when EFAT was recognised by the European Commission. From that date, technicians throughout Europe have had a representation on many expert working groups and given very practical advice that eventually helped shape the Directive 2010/63/EU on the protection of animals used for scientiﬁc purposes.Present:The role of EFAT is to:Promote the harmonisation of education and training for European Animal Technologists and establish the highest standards of laboratory animal care and welfare by exchanging information and ideas via meetings, study groups, publications and all other appropriate means of communication.Establish and maintain formal lines of communication with international and governmental regulatory and competent authorities and other organisations concerned with laboratory animal technology, care and welfare.Establish EFAT as the consultative specialist federation for laboratory animal technology within Europe.Future:Membership of EFAT is open to laboratory animal technology associations from the Member States of the European Union and Council of Europe.With your help, let’s grow EFAT’s representation and support network.Please contact: info@efat.org to get involvedEditorialAnimal Technology – supporting the Technician CommitmentCALL FOR PAPERSltake an active part in the leading annual meeting for Animal Technologistslpresent a paper and qualify for free attendance at Congresslmake this your debut presentation year – ﬁrst time presenter papers are only 20 minutes long and as well as a free congress there is a prize for the one judged to be the bestlsend your ideas today on the Submission form available from www.iat.org.uklﬁnal date for submissions: Friday 9th December 2022Contact: congress@iat.org.ukCongress2023CONGRESS Invitation to Participate21st March – 24th March

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CLOSING DATE CHANGES DEADLINES FOR ORAL POSTER PRESENTATIONS AND PAPER PRESENTATIONS NOW BOTH FRIDAY 9TH DECEMBER Delegates register ONLINE Early bird discounts available up to Saturday 31st December To discuss any aspect of Congress or if you have any questions for the Congress Committee, contact us at congress@iat.org.uk Check for updates www.iat.org.uk YOU’VE ALREADY DECIDED ON SUBMITTING A POSTER IDEA AND IT’S A GREAT STORY SO WHY NOT GO THAT ONE STEP FURTHER AND TELL IT ORALLY The IAT audience always finds the Poster Presentations’ session informative and entertaining See the announcement in this issue and find further details on the Congress website for pointers on presenting PAPER PRESENTATIONS WILL ALSO BE ACCEPTED UP TO THE EXTENDED CLOSING DATE See the announcement in this issue All Submission Forms are ONLINE

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ALPHA LAUNCH_DEF PROFILI.indd 1 08/06/2022 10:55:55

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157August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareDecember 2022 Animal Technology and WelfareIntroductionThe IAT was founded in 1950 and has been committed to raising professional standards in the ﬁ eld of Animal Technology and Welfare. We believe the most valuable element for this aim is the education and qualiﬁ cation of Animal Technicians/care staff which promotes both animal welfare and career progression.The IAT is recognised as an Awarding Body by the Ofﬁ ce of Qualiﬁ cations and Examinations Regulation (Ofqual) which regulates qualiﬁ cations, examinations and assessments in England. We offer qualiﬁ cations that encourage Animal Care staff and Animal Technologists to develop their knowledge, skills and attitudes so thatthe highest standards of Animal Welfare and good science are maintained. IAT diplomas are ﬂ exible enoughto be delivered in a range of settings, from small providers to large colleges, in the workplace, classroom or remotely. The IAT has one of the longest established animal technology training programmes in the world for those pursuing a career in the care of animals used in research.The Institute has kept its examination and qualiﬁ cations structure under regular review throughout its seventy two-year history and the current structure is accredited by Ofqual as part of the national UK educational framework, plus the European Qualiﬁ cation Framework (EQF).IAT qualiﬁ cations are nationally and internationally recognised.FE EducationIAT Level 2 Diploma in Laboratory HusbandryIAT Level 2 Diploma in Laboratory Animal Science andTechnologyIAT Level 3 Diploma in Laboratory Animal Science and Technology(Level 3 trailblazer apprenticeship standards for AnimalTechnology)HE EducationIAT Level 4 Diploma in Laboratory Animal Science andTechnologyIAT Level 5 Diploma in Laboratory Animal Science andTechnologyIAT Level 6 Diploma in Laboratory Animal Science andTechnology**Qualiﬁ cation for IAT Fellowship (FIAT) and MastersDegree EntryIndividuals who work with animals in research neededucation and training to develop their knowledge and skills at whatever task they do.This is aligned with the principles of reﬁ nement from the3Rs (Replacement, Reduction and Reﬁ nement), whereknowledge obtained through education and training addresses Animal Welfare, recognition of pain and distress and appropriate housing. This requires a structurethat allows growth and development of individuals that results in a Culture of Care.IAT Education (https://iateducation.co.uk) enables a professional pathway through its commitment of raising professional standards by ensuring its End Point Assessments (EPA) are delivered by highly qualiﬁ ed industry experts, through a rigorous but fair EPA process. IAT Education works with employers and providers to deliver diplomas and EPAs covering several standards via Levels 2 and 3 modern apprenticeships. The IAT L2 and L3 programmes delivers the knowledge to ensure that the EU Directive requirements on having suitable qualiﬁ ed animal care staff is met. L2 provides the entry The Institute of Animal Technology Education ProgrammeSTEVEN CUBITTChair, IAT Board of Educational PolicyCorrespondence: info@iateducation.co.uk

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158Animal Technology and Welfare August 2020levels for animal care staff to work unsupervised with L3 building on that knowledge/skill base.The IAT Education and its Educational Providers have found fresh challenges since early 2020, primarily due to restrictions introduced in the UK at the start of the COVID-19 pandemic and this has pushed forward changes, ﬂ exibility and investment in our systems and delivery. Blended learningMuch has had to change due to restrictions implemented because of COVID-19. One of the many changes which had to be made quickly was the options for delivering education and assessing student outcomes. IAT Education act as an End Point Assessing Organisation and an Awarding Body, the onus falls upon us to continue to support students and not let them be disadvantaged in any way, even during a pandemic.In the early days of COVID, it became apparent that the way in which education was delivered and the assessment of students completing apprenticeships needed also to completely change not only to a method that kept all parties safe but also so that the EPA is transparent and can be fully audited. These changes were in two key areas, the ﬁ rst of which was delivery which moved from the classroom to being wholly online, with tutors delivering sessions virtually and by providing online material. This move to a blended style of teaching meant students could complete online work within a time frame, at a time convenient to themselves and in a safe environment.Animal Technology Apprenticeship Deliverables of Apprenticeship Skills– Handle, sex and health check.– Demonstrate technical/manual skill to conduct scientiﬁ c procedures and animal husbandry.– Apply legal obligations.– Ethical standards.– Apply good animal care and welfare (3Rs).– Recognise pain, suffering/distress.– Analyse data.– Recognise and resolve problems.– Effective communication.4 diplomas and EPAs covering several standards via a Levels 2 and 3 modern apprenticeships. The IAT L2 and L3 programme delivers the knowledge to ensure that the EU Directive requirements on having suitable qualified animal care staff is met. L2 provides the entry levels for animal care staff to work unsupervised with L3 building on that knowledge/skill base.The IAT Education and its Educational Providers have found fresh challenges since early 2020, primarily due to restrictions introduced in the UK at the start of the COVID_19 pandemic and this has pushed forward changes, flexibility and investment in our systems and delivery. 6 Animal Technology Apprenticeship Deliverables of Apprenticeship Skills- Handle, sex and health check. - Demonstrate technical/manual skill to conduct scientific. procedures and animal husbandry. - Apply legal obligations. - Ethical standards. - Apply good animal care and welfare (3Rs). - Recognise pain, suffering/distress. The Institute of Animal Technology Education programme

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159August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareThe Institute of Animal Technology Education programme Knowledge to understand– Business environment and role within.– How role impacts on others.– How to conduct scientiﬁ c/husbandry procedures (SOPs).– Legal/ethical responsibilities.– Husbandry/animal management systems.– Structure/function physiological systems.– Clinical signs of ill health.Behaviours– Commitment to Culture of Care.– Commitment to ethical standards.– Commitment to effective team working.– Conﬁ dence to work independently.– Time management.– Willingness to handle change.– Commitment to Continuous Professional Development (CPD).Remote assessmentPre-COVID, an assessor would go to the student’s place of work, watch them perform given tasks, question themaround the ways and background knowledge of what theywere doing followed by a more in-depth ‘professional’ discussion to ascertain the student’s broader comprehension of the subject and experience. How was this achieved during a pandemic? In short, remotely. With the advent of better platforms such as ACE360, Moodle, SharePoint, Zoom and Teams, EPAs were carried out very successfully using remote access. Unforeseen beneﬁ ts also became apparent. For example, recording the task and interview allowed assessors to revisit the student’s answers during the post assessment discussion. Going forward, remote assessment will be useful where students work in restricted barriered areas and the added ﬁ nancial advantages of reducing travel and cost to the student’s place of work of providing the EPA.Although it all seemed very daunting at the beginning, some of the ‘ﬂ exibilities’ which have arisen in response to the pandemic have worked so well that The IAT is currently working with government education agencies (Ofqual and Institute for Apprenticeship Standards) to embed these remote assessment techniques permanently in the Standards we assess and award.9 Standards) to embed these remote assessment techniques permanently in the Standards we assess and award. Next year (2023) we deliver HE in a new format using rules of combination allowing Animal Technologists to be educated in specialist areas.A radical change with new online platforms that will allow access across Europe and Internationally to 39 different units.Next year (2023) we deliver HE in a new format using rules of combination allowing Animal Technologists to be educated in specialist areas.A radical change with new online platforms that will allow access across Europe and Internationally to 39 different units.1. These can be taken individually as CPD.2. Rules of Combination. 3. To gain degree and IAT Fellowship.2023-2024 will see the launch of the new HE system andwe will be holding a Graduation ceremony at our new centre which has fabulous teaching laboratories and facilities. 9 Standards) to embed these remote assessment techniques permanently in the Standards we assess and award. Next year (2023) we deliver HE in a new format using rules of combination allowing Animal Technologists to be educated in specialist areas.A radical change with new online platforms that will allow access across Europe and Internationally to 39 different units.101. These can be taken individually as CPD2. Rules of Combination 3. To gain degree and IAT Fellowship2023 -2024 will see the launch of the new HE system and we will be holding a Graduation ceremony at our new centre which has fabulous teaching laboratories and facilities. HE Graduation HE Graduation

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160Animal Technology and Welfare August 2020Abstract The University of Oxford’s Biomedical Services (BMS) where this project was carried out, is a facility within the science area which opened in 2008, for the purpose of rehousing animals, from older facilities, After the move the University exceeded the Home Ofﬁce regulations for animal care and also set a gold standard for animal care.One of the main ﬁnancial goals of the University is to provide appropriate resources to maintain outstanding learning, teaching and research within their departments. To meet with these ﬁnancial objectives, well scoped budgeting alongside regular reviews of resource allocations is vital. After a recent review into the amount and cost of mouse diet used in BMS, concerns regarding wasted diet and the actual needs of animals have been raised. Following the review, reﬁned animal care and improved resource allocation became the two driving forces behind the project idea.This project aimed to establish whether a different method of presenting diet ‘ad-libitum’ to laboratory mice, could lower the negative consequences of excess food, such as decreased quality, palatability and increased cost. The main aim of this project was to reﬁne the way laboratory mice are fed which could have a positive impact not only on unnecessary diet waste but also Animal Welfare. In this project the current practice, which was providing a fully topped up food hopper to each cage on a weekly basis, was going to be compared with a more reﬁned method by using a food hopper divider to provide less food to each cage which still meets the actual needs of the mice. Keywords: mice, budgeting, reduce food wasteIntroduction The University of Oxford is an historic educational research university located in Oxford, UK. There is no exact date of foundation, however it is the oldest university in the English-speaking world due to the fact that teaching has existed in Oxford from 1096. The university does not have a main campus. Instead it is divided into colleges, student accommodation, departments and other facilities which are all located throughout the city centre. During the 20th and 21st centuries the humanistic core has been extended with new research capacity in the natural and applied sciences, including medicine and has become one of the world leading centres for biomedical research.1 Biomedical Services (BMS), where this project was carried out, is a facility within the science area which opened in 2008, for the purpose of rehousing animals from older facilities, used in many important research studies such as: heart diseases, Alzheimer’s, muscular dystrophy, cancer, Parkinson’s, stroke and diabetes. After the move the University exceeded the Home Ofﬁce regulations for animal care and also set a gold standard for animal care.2 As Oxford is committed to high standards of Animal Welfare the BMS also provides a number of different functions such as; – Training and education – with personal licence training and PPL Holder courses.– Veterinary Services – an entire team with veterinary surgeons for providing specialist care and advice.– Home Ofﬁce Administration Unit for all information regarding Ethical Review or further information on the Animals (Scientiﬁc Procedure) Act 1986.3One of the main ﬁnancial goals of the University is to provide appropriate resources to maintain outstanding Mouse food hopper dividers for a reﬁned feeding methodGEORGINA OROSZ Biomedical Services Department, University of Oxford, Mansﬁeld Road, Oxford OX1 3TA UKCorrespondence: georgina.orosz@bms.ox.ac.ukAnimal Technology and Welfare December 2022

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161August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMouse food hopper dividers for a reﬁned feeding methodlearning, teaching and research within their departments. To meet with these ﬁnancial objectives, well scoped budgeting alongside regular reviews of resource allocations are vital. After a recent review into the amount and cost of mouse diet used in BMS, wasted diet and the actual needs of animals have been raised. Following the review, reﬁned animal care and improved resource allocation became the two driving forces behind the project idea. This project aimed to establish whether a different method of presenting diet ad libitum to laboratory mice, could lower the negative consequences of excess food, such as decreased quality, palatability and increased cost. The main aim of this project was to reﬁne the way laboratory mice are fed which could have a positive impact not only on unnecessary diet waste but also Animal Welfare. In this project the current practice, which was providing a fully topped up food hopper to each cage on a weekly basis, was going to be compared with a more reﬁned method by using a food hopper divider to provide less food to each cage which still meets the actual needs of the mice. I managed the project from start to ﬁnish with the support of other members of staff, such as management, animal technicians and a secondary leader.Synopsis Based on the ‘Handbook of Laboratory Animal Management and Welfare’ by Sarah Wolfensohn and Maggie Lloyd,4 the daily food intake of average male mice is approximately 5g. However this fact is not fully considered when it comes to the feeding regime. A pelleted rodent diet is manufactured with high quality and important nutrients to provide good animal welfare and healthy mice to be used in research. However, these ingredients can spoil, harden or become deﬁcient in speciﬁc nutrients over time. The common shelf life of the diet is 6-9 months following the storage recommendation; ‘its original packaging or in a container that prevents continuous exposure to light and minimal exposure to air’.5 As the microenvironment within the Individually Ventilated Cages (IVC) is strictly controlled, to meet with the requirements of the animals, the dietary quality control only could be applied by reducing the size of the food hopper for quicker diet turnover. Turning over diet at a quicker rate is also essential as in mice, malocclusion of both the incisors and the rooted molars has been linked to trauma to developing teeth caused by cage lids, improper handling, ﬁghting or too-hard food.6The issue of unnecessarily wasted rodent diet and the negative effects of excess food on Animal Welfare has been raised previously in our facility. The original idea was simply to compare two racks of Green Line IVC cages (Tecniplast) using two different feeding regimes. Group 1 had been provided with a full sized hopper, Group 2 had the adjusted half hopper size to control the amount of diet provided. As a result, the project failed to show any differences between the two groups. The failure had many reasons; such as the strain, number of animals, number of cages, sex and the age of animals had not been controlled. Therefore the project did not outline clear goals and SMART objectives. This project intended to compare x40 C57BL/6 male mice in 10 cages at 8 weeks of age, using two different hopper size (x20 mice fed with full, x20 mice fed with half hopper) with x40 B6SJLCD45.1 male mice in 10 cages at 8 weeks of age using two different hopper sizes (x20 mice fed with full, x20 mice fed with half hopper). Project goals and SMART objectivesThe aims of using a smaller hopper size in IVC cages were:1. Promoting Animal Welfare through providing reﬁned amount of diet (less diet / fresh diet). 2. Cut back on costs of consumables (only spend the necessary amount on diet). 3. Reduced diet waste (lessen the impact on waste disposal / landﬁll). Clear objectives are vital in the process of project scoping and planning. These objectives help to identify the project itself and all the smaller components that are essential for a successful implementation and evaluation. For this reason, these objectives have to be approached in a SMART way. SMART is an acronym which has been described by George T. Doran in 1981.7 The acronym stands for Speciﬁc, Measurable, Achievable, Realistic and Time-bound (SMART).– Speciﬁc: Previously listed project goals are clearly stated including speciﬁc details of involved animals, cage numbers, strains, age and sex. It highlighted what is going to be included in this project and what is not. – Measurable: Different hopper sizes are physically measurable alongside with the food intake which is measured in grams on a weekly basis. The cost of diet within the two groups can be calculated. At the end of the project, the unused diet was also measurable. – Achievable: As resources, budget, place and staff were available for this project, the objectives are achievable. – Realistic: By reducing the amount of diet in the food hoppers, a more adequate, reﬁned way of feeding can be achieved which promoted Animal Welfare. The project does not require speciﬁc training or invasive, difﬁcult procedures to achieve its goals. – Time-bound: The weekly measurements should be completed by the 8th of March when the 8 weeks of pilot study will end.

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162Animal Technology and Welfare August 2020Mouse food hopper dividers for a reﬁned feeding methodOrganisational contextAfter clarifying the project objectives we had to identify the stakeholders. Stakeholders can be individuals or a group of people who have an interest and also have a certain level of inﬂuence for the project. As their level of interest and inﬂuence have a big impact on the progress of the project, it is vital to recognise that, different stakeholders have different perspectives which will require different approaches and communication strategies. Their level of interest and inﬂuence had to be identiﬁed in the scoping stage, however the communication style and frequency will be speciﬁed in the following planning stage within the project life cycle. Stakeholders:• Animal facility manager – High inﬂuence, high interest – key players, keep satisﬁed. The facility manager had a high inﬂuence due to the fact that his approval is vital due to the nature of this project. The extra x80 animals in x20 cages within the facility had to be allocated and approved. As the project involves food intake measurements on a weekly basis, which is a deviation from the normal daily routines, the manager also had a high interest in the process of implementation. Communication: Weekly, regular face to face meeting.• Finance department – High inﬂuence, high interest – key players, manage closely. Finance department had a high inﬂuence as they are involved in funding the project and also had high interest in its success due to possible budget cuts on rodent diet. Communication: Initial face to face meeting followed by email updates on progress. • Supplier (NKP Isotec-hopper divider) – Low inﬂuence, high interest – keep informed. The supplier is an external stakeholder with low inﬂuence in the project itself. However they were highly interested in the outcome due to the business opportunity. Communication: Email as required. • Animal Technician – Low inﬂuence, high interest – back-yarders – keep them informed. Animal Technicians who are responsible for the day-to-day care of the mice involved in the study had low inﬂuence on the project itself, however regular communication with them was vital in the recognition of problems. Communication: Initial team meeting about the study and weekly face to face update on progress. • Low inﬂuence, low interest – minimum effort. No stakeholder ﬁtted into this category.• Secondary leader – high inﬂuence, low interest – potential change agents. A secondary leader who has no interest in the project but can inﬂuence the outcome. A senior Animal Technician, to cover the weekly food intake measurements and monitor / report back about the project in the event of my absence. Communication: Initial meeting, weekly email update and phone call in the case of staff issue.Stakeholder mapA visual representation of stakeholders on a map was a beneﬁcial tool, clearly assessing their level of interest/ inﬂuence and also the communication levels they require. 10

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163August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMouse food hopper dividers for a reﬁned feeding methodRisk registerRisk ID Date IdentiﬁedRisk The risk is caused by Effects of RiskMitigating Action In PlaceImpact Level1 15/12/2020 Invalid data collection due to variables.Those factors changing in the project called variables and that could have an effect on the outcome. Invalid data collection can be the result of not recognising or not controlling possible variables in the project; such as: number, age, sex, strain, species of animals are not set and uniformed. Using different equipment or method for measuring food intake. Different housing conditions within the same project.Data cannot be used.Failure of project.Project is scoped correctly with sufﬁcient time spent on information gathering. Fix variations that can be controlled are recognised and dealt with.High2 25/12/2020 Lack of communication with stakeholders.This can be caused by a poorly planned project where the style and frequency of communication with stakeholders is not speciﬁed in the planning document.Loss of interest. Loss of support.Detailed communication plan created in the planning stage of the project life cycle and strictly followed.Medium3 15/12/2020 Error in data collection / in record keeping.These errors can be caused by: Not speciﬁc / clear instructions such as: units used for measurements, the way of recording data. Lack of training.Invalid result, failure of project.Initial training, weighing sheet and support is provided to all the people who is involved.High4 01/11/2020 Staff issue. Stafﬁng issues can occur when the project team has not been scoped properly. Not enough staff. No staff cover in the case of sick days or holidays.Delay. Project is not delivered within the agreed timescale.Creating staff rota with extra cover.LowOverview budget of the main costsMouse food hopper divider project Overview budget of the main cost of project £ £CONSUMABLESDiet 25 Water 48 Sizzle nest 34 Environmental enrichment – fun tunnel 87 Sawdust – Bedding 8 202 EQUIPMENT £ £Removable food hopper divider x 1000 2,850 Weighing scale 100 2,950 ESTIMATED TIME SPENT ON PROJECTMy own time spent on project: 16 hours / 8 weekColleagues time spent on the project: 6.5 hours / 8 weeks Time spent on preparing consumables: 8 hours / 8 weeks Total 3,152

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164Animal Technology and Welfare August 2020Mouse food hopper dividers for a reﬁned feeding methodProject planning documentMethod StatementPlanning the project consisted of many different elements such as gathering ideas and options, highlighting key issues and recording the plan. Before creating the implementation plan which helps in breaking down the project into manageable chunks and maps out the main tasks, it was important to assess the following resources;Human: Assess the people who are required in the project. How many, how long and at what skill level? Find and talk to professionals and bring them on board.Technical: Assess the technical needs. Do we need external expertise in the subject?Physical: Consider required equipment, space, speciﬁc instruments which had to be costed into the project. Method and processesLaying out the information we had and making initial decisions on what marketing methods were needed to ‘sell’ the concept of the project to others. What information needs reporting and how the information will be reported to end users? If possible bring on board other institutes who had already done similar projects.LogisticsAssess what kind of materials we needed, how many, sources available in the required time to make sure the project is delivered in the time and way it should be delivered. BudgetAssess the budget available. Did it cover the resources that are required? It is important to reduce the budget early in the scoping and planning stage and to try not to deviate. Implementation planStakeholder engagementAs all stakeholders involved in the project had a certain level of impact on the ﬁnal outcome, identifying the right amount of stakeholder engagement with personalised communication strategies was vital. Too much time spent on communicating with low interest/inﬂuence stakeholders is just as risky and can have as much as a negative effect on the progress of the project as not enough engagement with high interest and high inﬂuence stakeholders. During communication, giving and gaining information are equally important. For this reason, when preparing to engage with stakeholders the POURS model will be used to cover the ﬁve essentials of communication. POURSPlan what to tell and ask.Outline objectives and seek feedback. Use open questions.Reﬂect and use closed questions for conﬁrmation. Summarise and agree on actions.Following the steps within the POURS model gave us the opportunity to talk about the project and gain information from stakeholders in a clear and structured way and also minimised misunderstandings with reﬂection and a ﬁnal summary on further actions. The chosen medium that we were using for our communication with stakeholders also has a huge impact on the success or failure of the project. Using the wrong medium can lead to lost or misinterpreted information with further implications in the study progress.The Shannon and Weaver’s model was ﬁrst introduced by Claude Shannon and Warren Weaver in the 1948 article called ‘A Mathematical Theory of Communication’ within the Bell System Technical Journal.8 Task The way in which the task will be doneScoping Outline the goals of the project. List project objectives that are designed to be SMART.Identify stakeholders with their interest and inﬂuence. Stakeholder map.Complete a risk register. Four main risks presented in an Excel ﬁle with the level of potential risk and mitigation action. Overview of budget of the main cost of the project. Excel spreadsheet.Reserving animals.Discussion with the facility manager and operational manager regarding sourcing surplus mice from own colonies.Ordering necessary equipment. Contact with supplier regarding cage hopper dividers.Creating a Standard Operating Procedure for diet measurements with attached weighing sheets.Detailed step by step instructions in a word document.Creating staff rota. Complete staff rota in Excel for the 8 weeks project period, with extra cover.

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165August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMouse food hopper dividers for a reﬁned feeding methodApplying the Shannon – Weaver communication model in preparation of stakeholder engagement, the following factors have to be considered (Figure 1).9 – The information source (sender) who has the information and has to choose a message, someone to send the message to and also the medium which is used for sending the message. – The transmitter (encoder) who turns the information to signals which are in this case spoken or written words to communicate the message to someone. – The medium (channel) of communication which carries the information from the sender and encoder through the receiver. It can be email, face to face, phone, etc.– The receiver decodes the message from the signal. – Destination where the message arrives. – Noise source is any interference that occurs between sending and receiving the message. Internal noise means that the interruption happens during encoding (when the information has been sent incorrectly) or during decoding (where the information misunderstood by the receiver). Noise also can be external, where the interruption comes from an external source such as poor internet connection during online meeting.10– Feedback is the last element of the Shannon and Weaver model which was added to the model in 1948 after Norbert Weiner had criticised the original linear approach which means the information only going in one way.11 Feedback is an important part of communication as it occurs when the receiver is responding to the sender regarding the message. To choose the right medium and minimise noise in the communication with stakeholders all of the elements in the Shannon and Weaver model were considered and used. Communication plan1. Animal facility manager As the animal facility manager had a high inﬂuence and high interest in the project, weekly face to face meetings were required at every stage of the project life cycle in order to keep this stakeholder satisﬁed. 2. Finance department The ﬁnance department were also identiﬁed as a high inﬂuence/high interest stakeholder with the needs of regular and detailed communication. The interaction started with an initial face to face meeting which was followed by email updates on progress.3. Supplier The supplier of IVC food hopper dividers had a low inﬂuence/high interest in the project which meant communication was important however we only needed to keep them informed in a moderate way. After providing the dividers they will not have any inﬂuence on the project itself, however their interest in the outcome is high. Communication was essential at the start and the end of the project which was carried out by e-mails. 4. Animal Technicians The Animal Technicians who are going to spend a certain amount of time with the daily health checks of the animals were classiﬁed as ‘Back-Yarders’. They have low inﬂuence on the project itself however they had high interest in Animal Welfare and therefore, in the success of the study. Communication through the initial team meeting where the project objectives were discussed, followed by monthly face to face meetings on progress.Figure 1. Schematic diagram of a general communications system.9 INFORMATIONSOURCETRANSMITTER RECEIVER DESTINATIONNOISE SOURCEMESSAGEMESSAGESIGNAL RECEIVEDSIGNAL

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166Animal Technology and Welfare August 2020Mouse food hopper dividers for a reﬁned feeding methodRisk registerRisk ID Date IdentiﬁedRisk The risk is caused by Effects of Risk Mitigating Action In PlaceImpact Level Start Date End Date Results of mitigation action Final Impact Level1 15/12/2020 Invalid data due to variables.The factors changing in the project called variables and that could have an effect on the outcome. Invalid data collection can be the result of not recognising or not controlling possible variables in the project; such as: number, age, sex, strain, species of animals that are not set and uniformed. Using different equipment or method for measuring food intake. Different housing conditions within the same project.Failure of project.Project is scoped correctly with sufﬁcient time spent on information gathering. Fix variations that can be controlled, are recognised and dealt with.High 01/01/2021 11/01/2021 Variables are minimised by using animals with same age, sex, strain, numbers, environmental enrichment. The project scoped correctly.Medium2 25/12/2020 Lack of communication with stakeholders.This can be caused by a poorly planned project where the style and frequency of communication with stakeholders is not speciﬁed in the planning document.Loss of interest. Loss of support.Detailed communication plan created in the planning stage of the project life cycle and strictly followed.Medium 20/11/2020 25/03/2021 Stakeholder engagement document is followed throughout the project. All stakeholders are satisﬁed on their own interest level.Low3 15/12/2020 Error in data collection/in record keeping.These errors can caused by: Not speciﬁc / clear instructions such as: units used for measurements, the way of recording data. Lack of training.Invalid result. Failure of project.Initial training, weighing sheet and support is provided to all the people who are involved.High 25/12/2020 08/03/2021 All involved staff familiar with the aims, methods of the project. Staff are trained and competent in data collection.Medium4 01/12/2020 Staff issue. Stafﬁng issues can occur when the project team has not been scoped properly. Not enough staff. No staff cover in the case of sick days or holidays.Delay. Project is not delivered within the agreed timescale.Creating staff rota with extra cover.Low 15/12/2020 08/03/2021 Continuity of the project is ensured with a staff rota, with two extra back up contact.LowGantt chartA Gantt chart is a horizontal representation of a project schedule which was developed by Henry L. Gantt originally for recording the progress of workers towards task standards. In 1917 he realised he should be scheduling based on time instead of quantities, so he created a bar chart that could represent how the work was scheduled, over time, from start to completion12. Gantt charts are frequently used in project management as it can be adopted to many control systems where the number of tasks can be associated to the time factor.13 Task Start date End date November December January February March April Reserving animals 01/11/2020 01/11/2020Identify stakeholders 15/11/2020 20/11/2020Producing scoping document 01/01/2021 11/01/2021Producing budget overview 20/12/2020 25/12/2020Creating Risk register26/12/2020 30/12/2020Creating planning document 10/01/2021 20/01/2021Setting up x 16 cages28/12/2020 28/12/2020Setting up x 4 cages 11/01/2021 11/01/2021Data collection28/12/2020 08/03/2021Engagement with Stakeholders 20/11/2020 25/03/2021Project implementation and evaluation 27/01/2021 15/04/2021Chart 1. Gantt chart of project activity

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167August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMouse food hopper dividers for a reﬁned feeding methodRisk registerRisk ID Date IdentiﬁedRisk The risk is caused by Effects of Risk Mitigating Action In PlaceImpact Level Start Date End Date Results of mitigation action Final Impact Level1 15/12/2020 Invalid data due to variables.The factors changing in the project called variables and that could have an effect on the outcome. Invalid data collection can be the result of not recognising or not controlling possible variables in the project; such as: number, age, sex, strain, species of animals that are not set and uniformed. Using different equipment or method for measuring food intake. Different housing conditions within the same project.Failure of project.Project is scoped correctly with sufﬁcient time spent on information gathering. Fix variations that can be controlled, are recognised and dealt with.High 01/01/2021 11/01/2021 Variables are minimised by using animals with same age, sex, strain, numbers, environmental enrichment. The project scoped correctly.Medium2 25/12/2020 Lack of communication with stakeholders.This can be caused by a poorly planned project where the style and frequency of communication with stakeholders is not speciﬁed in the planning document.Loss of interest. Loss of support.Detailed communication plan created in the planning stage of the project life cycle and strictly followed.Medium 20/11/2020 25/03/2021 Stakeholder engagement document is followed throughout the project. All stakeholders are satisﬁed on their own interest level.Low3 15/12/2020 Error in data collection/in record keeping.These errors can caused by: Not speciﬁc / clear instructions such as: units used for measurements, the way of recording data. Lack of training.Invalid result. Failure of project.Initial training, weighing sheet and support is provided to all the people who are involved.High 25/12/2020 08/03/2021 All involved staff familiar with the aims, methods of the project. Staff are trained and competent in data collection.Medium4 01/12/2020 Staff issue. Stafﬁng issues can occur when the project team has not been scoped properly. Not enough staff. No staff cover in the case of sick days or holidays.Delay. Project is not delivered within the agreed timescale.Creating staff rota with extra cover.Low 15/12/2020 08/03/2021 Continuity of the project is ensured with a staff rota, with two extra back up contact.LowBudgetMouse food hopper divider project Cost on monthly bases from Scoping to Evaluation RESOURCES £ £ £ LOGISTICS CONSUMABLES Quantities Month 1 Month 2Diet – Irradiated Rodent Diet 2 bags x 12.5kg 25 25 50 Water included into weekly room supply based on 800 bottles 20 cages x 30p 24 24 48Sizzle Nest – 25g/cage/week, 4kg/20cages/8weeks 1 bag x 10kg 34 0 34Environmental enrichment – fun tunnel – 20 tunnels/2 weeks 1 box x 400 87 0 87Sawdust – Eco-Pure lab animal bedding Aspen Chips 6 (Datesand) – 100gr/cage/2weeks, 2kg/20 cages/2weeks = 8kg1 bag x 10kg 8 0 8Total 227 £ £ £PHYSICAL EQUIPMENT Quantities Month 1 Month 2Removable food hopper divider x 10 1 box x 1000 2,850 0 2,850 Weighing scale 1 x 100 100 0 100 SPACEEstimated cost / room / month regardless of number of animals Electricity 166 166 332Gas/heating 56 56 112Building maintainance 142 142 284Waste disposal 5 5 10Total 3,688£ £ £HUMAN TIME SPENT ON PROJECT Quantities Month 1 Month 2My own time spent on project: 2hours/20 cages/week 16 hours 240 240 480Colleagues time spent on the project: 6.5 hours / 8 weeks 6.5 hours 63 63 126Time spent on preparing consumables: 8 hours / 8 weeks 8 hours 77.4 77.4 155Time spent with stakeholder engagement - meetings/emails/reporting results 10 hours 96.75 96.75 194 Total 955 Total 4,870BUDGET £6000 which covers the required resources with + £1,300 for unexpected expenses plus consumable delivery fees

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168Animal Technology and Welfare August 2020Mouse food hopper dividers for a reﬁned feeding methodEthics committee approvalDue to the fact that all the 80 mice had been sourced from surplus stock animals and used for a non-invasive project, ethics committee approval has not been required. Delivery methodology Task The way in which the task will be doneThe way in which the task has been doneMilestones / ContingencyScoping / Planning Implementation plan Implementation Timing / ProblemsOutline the goals of the project.List project objectives that are designed to be SMART.Within the scoping document project background and main objectives have been detailed which are SMART.In accordance with Gantt chart, the task has been delivered in time with no problem.Identify stakeholders with their interest and inﬂuence.Stakeholder map. Stakeholders have been identiﬁed with their likely level of inﬂuence and interest in the project. The result is demonstrated on a stakeholder map.The task has been delivered in time. During the implementation process the high interest / high inﬂuence ﬁnance department has been extended by the operational manager who became the main stakeholder contact, regarding budgeting the project.Complete a risk register.Four main risks presented in an Excel ﬁle with the level of potential risk and mitigation action.Risk register has been completed in Excel format and attached to the scoping document. Main risks and their mitigation activities are listed to demonstrate how the project risks can be effectively reduced and managed.Task completed in time with no issues.Overview of budget of the main cost of the project.Excel spreadsheet. Overview of main costs have been listed in an Excel format. Delivered in time. Following a face to face meeting with the new stakeholder within the ﬁnance department it has been realised that expenditures were less than that budgeted for the food hopper dividers.Reserving animals.Discussion with the facility manager and operational manager regarding sourcing surplus mice from own colonies.Animals have been reserved in two steps due to the fact that the required age range had not been available in one batch.The task has been completed as planned in the Gantt chart with no issues. Stakeholder engagement was positive and productive.Ordering necessary equipment.Contact with supplier regarding food hopper dividers.Necessary equipment has been ordered.No delay in the preparation or receiving orders. Food hopper dividers have been provided by BMS from a previous study. For this reason, the supplier of dividers as a low inﬂuence / high interest stakeholder now excluded from the project.Creating a Standard Operating Procedure for diet measurements with attached weighing sheets.Detailed step by step instructions in a word document.SOP and weighing sheets are written up to support correct data collection.After starting data collection, changes were made to the ﬁnal form of weighing sheets. This meant a week’s delay in completion.Creating staff rota. Complete an Excel staff rota for the 8 weeks project period, with extra cover.Rota has been created to cover the 8 weeks project.Delivered in time however, rota had to be extended with an extra 2 weeks, to cover measurements for the second batch of animals.

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169August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMouse food hopper dividers for a reﬁned feeding methodProject results The project involved x80 male mice in total (x40 C57BL/6, x40 B6SJLCD45.1) aged between 8 and 16 weeks, sourced from the BMS in-house breeding stock. The mice, at weaning, were grouped into fours and housed in x20 GM500 Sealsafe Plus Green Line IVC cages (Tecniplast). Environmental conditions and enrichment were standardised across the x20 cages to minimise controllable variables. Room temperature was maintained between 20˚C and 24˚C, relative humidity between 45% and 65% with a 12-hour light-dark cycle. For housing, 1cm deep Datesand Eco-Pure Aspen Chips 6 Premium bedding (product code: Eco 4) and Sizzle Nest nesting material (Datesand) (product code: CS1A09) was used. The environmental enrichment was provided with 1x disposable Datesand mouse play tunnel (product code: CS3B01) per cage. Reverse Osmosis was used as the water puriﬁcation process with the use of 2916 Teklad global 16% protein irradiated diet. The study was carried out on a comparison basis, where the amount of diet and its turnover rate was measured with the use of two different sized food hoppers, within two different mouse strains for further data collection. To evaluate the project, the three, previously scoped, project goals are going to be re-assessed alongside with the project outcomes. Project goals:1. Promoting Animal Welfare through quicker diet turnover.2. Cut back on costs of consumables and only spend the necessary amount on diet.3. Cut back on diet waste and lessen the impact on waste disposal / landﬁlls. Project outcomes:1. During the study various data were collected.However the focus was on the weekly diet turnover and residue left in the different sized hoppers. As Table 1 and 2, show below, there is a great difference between hopper sizes when it comes to diet excess. The actual food intake and the collected data demonstrates that the mice were supplied with the required amount of diet for each week in both groups, however with the use of full hoppers a large amount of dietary excess was also registered. After considering the number of mice per cage and their food intake, the excess diet level was calculated on a daily basis and expressed as ‘extra day supply’. With the use of full hoppers we had an average 15 day supply above the weekly needs of the mice, which led to slow diet turnover, hardened food pellets, reduced quality and palatability.2. The second goal of the project was to cut back on the costs of consumables. After collecting data through the 8 weeks period, Table 3 below demonstrates the differences between the groups. The results in Table 3 show that, there is no signiﬁcant difference between the groups when it comes to cutting the costs of consumables. This is due to the fact that, regardless of hopper sizes, the weekly food intake and the amount of diet added to the cages was persistent throughout the study. The 1.9 kg diet difference comes from the initial cage set up, where the different sized food hoppers were ﬁlled up to their own maximum capacity. 3. The third goal of the project was to cut back on diet waste and lessen the impact on waste disposal / Georgina Orosz, IAT Level 6, Project Management Assignment 1-2 21 | Page Mouse strain: C57BL/6 Group 1. Full hopper – 20 mice in 5 cages Group 2. Half hopper - 20 mice in 5 cages Topped up full hopper Full hopper residue after 7 days Topped up half hopper Half hopper residue after 7 days Week Average diet residue / group 1 (g) Average diet residue / cage (g) Average diet residue / mouse (g) Extra day supply Average diet residue / group 2 (g) Average diet residue / cage (g) Average diet residue / mouse (g) Extra day supply 1. 1614 322 80 16 730 146 36 7 2. 1499 299 74 14 572 114 28 5 3. 1347 269 67 13 482 96 24 4 4. 1581 316 79 15 525 105 26 5 5. 1572 314 79 15 569 113 28 5 6. 1556 311 77 15 699 139 34 6 7. 1491 298 74 14 630 126 31 6 8. 1360 272 68 13 542 108 27 5 Table1. Comparing average diet residue within C57BL/6 group 1. and group 2. Table 1. Comparing average diet residue within C57BL/6 group. Mouse strain: C57BL/6

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170Animal Technology and Welfare August 2020Mouse food hopper dividers for a reﬁned feeding methodlandﬁlls. The relevant data has been evaluated in Table 4. The calculation has been based on the amount of diet left in the hoppers at the end of each week, assuming that the animals were to be culled and the diet discarded. As a result, we would have discarded 23.8 kg diet from the full hoppers and 9.2 kg diet from the half hoppers with a total difference of 14.6 kg. Signiﬁcant differences between the two strains were not detected in any of the results. Stakeholder engagement Animal facility manager – High inﬂuence, high interest – key players, keep satisﬁed.There was an initial face to face meeting with the facility manager, where the project idea was outlined and proposed to him. As the project involved animals, required space, equipment and time which was a deviation from the usual day to day routine, they played a vital part in the approval of this study. After highlighting the SMART project objectives and possible beneﬁts the meeting was successful and their full support was given. Communication was planned on a weekly face to face meeting which was more like short updates on the progress of the project. These interactions were important to raise and discuss possible issues and changes during the implementation period. As a result of the COVID-19 pandemic, reduced staff and new safety measurements changed the communication strategy to phone or email conversation when necessary. Georgina Orosz, IAT Level 6, Project Management Assignment 1-2 22 | Page Mouse strain: B6SJLCD45.1 Group 1. Full hopper – 20 mice in 5 cages Group 2. Half hopper – 20 mice in 5 cages Topped up full hopper Full hopper residue after 7 days Topped up half hopper Half hopper residue after 7 days Week Average diet residue / group 1 (g) Average diet residue / cage (g) Average diet residue / mouse (g) Extra day supply Average diet residue / group 2 (g) Average diet residue / cage (g) Average diet residue / mouse (g) Extra day supply 1. 1745 349 87 17 752 150 37 7 2. 1612 322 80 16 560 112 28 5 3. 1354 270 67 13 362 72 18 3 4. 1483 296 74 14 564 112 28 5 5. 1387 277 69 13 514 102 25 5 6. 1504 300 75 15 684 136 34 6 7. 1457 291 72 14 618 123 30 6 8. 1324 265 66 13 516 103 25 5 Table2. Comparing average diet residue within B6SJLCD45.1 group 1. and group 2.Table 2. Comparing average diet residue within B6SJLCD45.Mouse strain: B6SJLCD45.1Table 3. Comparing the amount of diet used in the two different sized hoppers.Used diet \ 8 weeks (g)C57BL/6Full hopper Half hopper6349 5441B6SJLCD45.1Full hopper Half hopper6431 5412Total: 12780g = 12.7kg Total: 10853g = 10.8kg Week Discarded diet (g)Mouse strain: C57BL/6Mouse strain: B6SJLCD45.1Full hopperHalf hopperFull hopperHalf hopper1. 1614 730 1745 7522. 1499 572 1612 5603. 1347 482 1354 3624. 1581 525 1483 5645. 1572 569 1387 5146. 1556 699 1504 6847. 1491 630 1457 6188. 1360 542 1324 516Total 12.0kg 4.7kg 11.8kg 4.5kgTable 4. Comparing the amount of diet disposed from the two different sized hoppers.

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171August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMouse food hopper dividers for a reﬁned feeding methodFinance department – High inﬂuence, high interest – key players, manage closely.During the implementation process the ﬁnance department was extended with the addition of the operational manager, as a new high inﬂuence/high interest stakeholder who played a vital role in the funding and adding her expertise to the project. Communication started as an initial face to face meeting discussing the overview budget of the main costs. This communication was moved over to email or phone discussion to comply with social distancing. Supplier (NKP Isotec-hopper divider) – Low inﬂuence, high interest – keep informed.The supplier, as an external low inﬂuence stakeholder, has been included into the scoping document, however the planned email communication regarding ordering the dividers has been excluded at the implementation stage. The reason for the stakeholder exclusion is that, this project had been carried out previously in a different format so the required IVC hopper dividers were still available within the BMS. Animal Technician – Low inﬂuence, high interest – back-yarders – keep them informed.Animal Technicians who are responsible for the day-to-day care of the mice involved in the study, required an initial team meeting to introduce the main aspect and goals of the project. During the 8 weeks period face-to-face meetings were planned on a weekly basis however this engagement was not necessary due to the close working regime we maintained during the project. Technicians were responsible for the daily health and diet level monitoring and I was carrying out the weekly cleaning and feeding tasks with data collection. This gave us the opportunity to engage and talk about the progress or any concerns. It is important to recognise that, initially Animal Technicians were identiﬁed as a low inﬂuence stakeholder, however due to their daily involvement in health monitoring and reporting, their role became very beneﬁcial to the project. Secondary leader – high inﬂuence, low interest – potential change agents.The secondary leader, who had no interest but high inﬂuence on the project, was a senior Animal Technologist with the responsibility of being familiar with the project and covering the weekly food intake measurements in case of my absence. Initial engagement included a face-to-face project proposal with the explanation of project objectives and a discussion on his role as a stakeholder. Frequent communication has been scheduled in on the weekly basis via phone, ensuring the continuity of the project in my absence. The data collected by the secondary leader was sent to me via email and discussed over the phone.Risk ID Date IdentiﬁedRisk The risk is caused by Effects of Risk Mitigating Action In PlaceImpact Level Start DateEnd Date Results of mitigation action Final Impact Level1 15/12/2020 Invalid data due to variables.Those factors changing in the project called variables and that could have an effect on the outcome. Invalid data collection can be the result of not recognising or not controlling possible variables in the project; such as: number, age, sex, strain, species of animals that are not set and uniformed. Using different equipment or method for measuring food intake. Different housing conditions within the same project.Failure of project.Project is scoped correctly with sufﬁcient time spent on information gathering. Fix variations that can be controlled are recognised and dealt with.High 01/01/202111/01/2021 Variables are minimised by using animals with same, age, sex, strain, numbers, environmental enrichment. The project scoped correctly.Low2 25/12/2020 Lack of communication with stakeholders.This can be caused by a poorly planned project where the style and frequency of communication with stakeholders are not speciﬁed in the planning document.Loss of interest. Loss of support.Detailed communication plan created in the planning stage of the project life cycle and strictly followed.Medium 20/11/202025/03/2021 Stakeholder engagement document is followed throughout the project. All stakeholders are satisﬁed on their own interest level.Low3 15/12/2020 Error in data collection/in record keeping.These errors can caused by: Not speciﬁc/clear instructions such as: units used for measurements, the way of recording data. Lack of training.Invalid result, failure of project.Initial training, weighing sheet and support is provided to all the people who is involved.High 25/12/202008/03/2021 All involved staff familiar with the aims, methods of the project. Staff are trained and competent in data collection.Medium4 01/12/2020 Staff issue. Stafﬁng issues can occur when the project team has not been scoped properly. Not enough staff. No staff cover in the case of sick days or holidays.Delay. Project is not delivered within the agreed timescale.Creating staff rota with extra cover.Low 15/12/202008/03/2021 Continuity of the project is ensured with a staff rota, with two extra back up contact.LowUpdated risk register after mitigation action

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172Animal Technology and Welfare August 2020Mouse food hopper dividers for a reﬁned feeding methodAfter the planned mitigation actions were carried out, the level of potential risks changed in the following way:Risk 1. Invalid data collection due to variables.The risk level originally had been identiﬁed as high, as the project involved many different variables. These variables had to be identiﬁed and controlled to minimise the risk. The previously set mitigation action was carried out without any difﬁculties and the level of risk reduced to low. Risk 2. Lack of communication with stakeholders. Original risk level was classiﬁed as medium as there was a possibility, after the initial communication happened, to only focus on the project delivery itself and not keep up with regular stakeholder engagement. As a mitigation action, a stakeholder engagement document was followed, however the communication channels had to be altered due to the need of social distancing. The project did not lose the interest or support of any stakeholders so the level of risk reduced to low. Risk 3. Error in data collection / record keeping. Risk 3 initially had a high-risk level which was predicted to be reduced to medium with staff training as the mitigation action. As the involved participants frequently had to be changed, this risk maintained its medium risk level throughout the project. Risk 4. Staff issue.In the risk register, stafﬁng issue was only identiﬁed as a low-level risk in regards to sickness and holidays. Mitigation action was carried out with a staff rota without any problem; therefore the low risk level was maintained. Due to unforeseen circumstances the project did face some stafﬁng issues that had not been registered. This was related to new participants and detailed in the evaluation document under the ‘challenges’ headline. Budget management Budgetary management is a key part of any project for the purpose of tracking expenditures and incomes. In this project an overview budget was identiﬁed and included in the scoping document which gave us a general summary of the expected costs. This overview was developed further in the project planning document to demonstrate costs on a monthly basis from the stage of scoping to evaluation. During this process the following three main budgetary subsections were identiﬁed:• consumables• equipment /space • human resourcesAll these subsections were monitored closely to ensure that the estimated budget and actual costs were still in balance. As the project was a short-term pilot study with relatively small expenditures, full funding was available and provided internally which put us in a fortunate situation. During implementation we did not face any unforeseen situation which would have caused additional cost or required any mitigation. £2850 was budgeted for the removable food hopper dividers and was saved due to the fact that previously Risk ID Date IdentiﬁedRisk The risk is caused by Effects of Risk Mitigating Action In PlaceImpact Level Start DateEnd Date Results of mitigation action Final Impact Level1 15/12/2020 Invalid data due to variablesThe factors those changing in the project called variables and could have an effect on the outcome. Invalid data collection can be the result of not recognising or not controlling possible variables in the project; such as: number, age, sex, strain, species of animals are not set and uniformed. Using different equipment or method for measuring food intake. Different housing conditions within the same project.Failure of projectProject is scoped correctly with sufﬁcient time spent on information gathering. Fix variations that can be controlled are recognised and dealt with.High 01/01/202111/01/2021 Variables are minimised by using animals with same age, sex, strain, numbers, environmental enrichment. The project scoped correctly.Low2 25/12/2020 Lack of communication with stakeholdersThis can be caused by a poorly planned project where the style and frequency of communication with stakeholders is not speciﬁed in the planning document.Loss of interest. Loss of support.Detailed communication plan created in the planning stage of the project life cycle and strictly followed.Medium 20/11/202025/03/2021 Stakeholder engagement document is followed throughout the project. All stakeholders are satisﬁed on their own interest level.Low3 15/12/2020 Error in data collection / in record keepingThese errors can caused by: Not speciﬁc / clear instructions such as: units used for measurements, the way of recording data. Lack of trainingInvalid result, failure of projectInitial training, weighing sheet and support is provided to all the people who are involved.High 25/12/202008/03/2021 All involved staff familiar with the aims, methods of the project. Staff are trained and competent in data collection.Medium4 01/12/2020 Staff issue Stafﬁng issues can occur when the project team has not been scoped properly. Not enough staff. No staff cover in the case of sick days or holidaysDelay. Project is not delivered within the agreed timescaleCreating staff rota with extra cover.Low 15/12/202008/03/2021 Continuity of the project is ensured with a staff rota, with two extra back up contact.Low

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173August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMouse food hopper dividers for a reﬁned feeding methodpurchased dividers involved in a similar study were still available within the BMS. We also managed to promote value engineering with borrowing the initially budgeted weighing scale for food intake measurements. This also meant an extra £100 was not spent. My own time spent on the project was underestimated, as a large amount was taken up on initial research and writing up the project results. However, this did not inﬂuence the human resources budget, as the 6hrs per month allocated study time provided by BMS had not initially been accounted for. The project was completed within budget which I believe was the result of thorough budgeting in the early stages of scoping and planning. Project EvaluationMethodology analysisAs evaluation is the last stage of the project life cycle it has an important role in determining the effectiveness of the project. For a successful evaluation, all steps outlined in the implementation methodology had to be revisited and analysed. Through this analysis vital information is gained about the ﬁnal project such as; Was it a success or failure? What went well and what went not so well? What was missing and what needs to be changed next time or is it worth repeating at all? Successful outcomesIn regards to successes, this project has three main positive outcomes:1. The project was delivered on time, which was the result of a thorough scoping and planning document with an achievable Gantt chart. Clear goals were kept to the minimum on a realistic time and budget scale. Animal reservation, stakeholder identiﬁcation and communication started at a very early stage which was necessary for early mitigation actions. Also the budget was set early to avoid the need of replanning. 2. Positive stakeholder engagement. I was fortunate enough to ﬁnd stakeholders who were able to relate to the subject and so maintained their interest in the project. Their positive contribution and cooperation helped the project’s smooth progress. 3. The ﬁnal result also delivered two of the desired project outcomes, which was promoting Animal Welfare through a reﬁned feeding regime and also minimising diet waste. Due to the low number of cages involved, the project did not generate the expected result regarding cutting the cost of consumables. However, as this null result contributed to the study and redirected the focus to the unnecessary excess of diet and waste, it can be evaluated as a positive project outcome. ChallengesDuring the implementation process, some challenges also occurred. The previously planned stakeholder communication and their frequencies had to be modiﬁed due to COVID-19 restrictions. Some stakeholders were not available to attend, even for a socially distanced meeting. For this reason, these interactions were carried out via email or phone conversations. The pandemic also had an impact on the number of staff available and their daily routine, which meant the previously appointed people involved in the study had to be changed for a certain period. This required more communication with the new participants to provide the necessary information. ConclusionsOverall the methodology analysis showed that most of the implementation has been delivered with a positive outcome. However some of the challenges could have been avoided with a more detailed implementation plan and risk register. One of the main threats which had not been considered at the scoping stage was the sourcing of extra mice for the case of health concerns. The project did not face any health issues, however any reduction within the experimental group without suitable replacement, would have caused a major impact on the study outcome. Day-to-day stafﬁng issues which increased the need for more engagement with technicians and the secondary leader also should receive more attention as a risk factor.Stakeholder feedback Gaining feedback from stakeholders is an important part of stakeholder management as it has an effect on the project progress and outcome. Questionnaires are great tools to determine stakeholder satisfaction through different types of questions. The following questionnaires were created for key, high interest and inﬂuence stakeholders with the use of a rating scale (Figure 2) and open-ended questions (Figure 3) for maximum feedback.

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174Animal Technology and Welfare August 2020Mouse food hopper dividers for a reﬁned feeding methodFigure 2. Rating scale stakeholder feedback questionnaire – animal facility manager.How do you rate the following questions?Questions Very poorPoor OKGoodVery good How would you rate the handling of your views/suggestions on the project?How would you rate the management of the project?How would you rate the engagement/communication during the project?How would you rate the project outcome and its impact on Animal Welfare?Questions Comments / answers How clear were the main objectives of this project?If you had any queries, were they dealt with sufﬁciently?How satisﬁed were you with the communication throughout the project?How satisﬁed are you with the outcome of this project?Figure 3. Open-ended stakeholder feedback questionnaire – ﬁnance department. Finance department – High inﬂuence, high interestStakeholder feedback questionnaire:Animal facility manager – High inﬂuence, high interest Budget analysis in excel formatMouse food hopper divider project Cost on monthly bases from Scoping to Evaluation RESOURCES £ £ £ LOGISTICS CONSUMABLES Quantities Month 1 Month 2Diet – Irradiated Rodent Diet 2 bags x 12.5kg 25 25 50 Water included into weekly room supply based on 800 bottles 20 cages x 30p 24 24 48Sizzle Nest – 25g/cage/week, 4kg/20cages/8weeks 1 bag x 10kg 34 0 34Environmental enrichment – fun tunnel – 20 tunnels/2 weeks 1 box x 400 87 0 87Sawdust – Eco-Pure 6 (Datesand) – 100gr/cage/2weeks, 2kg/20 cages/2weeks = 8kg1 bag x 10kg 8 0 8Total 227 £ £ £PHYSICAL EQUIPMENT Quantities Month 1 Month 2Removable food hopper divider x 10 1 box x 1000 2,850 0 2,850 -2,850 Weighing scale 1 x 100 100 0 100 -100SPACEEstimated cost / room / month regardless of number of animals Electricity 166 166 332Gas/heating 56 56 112Building maintainance 142 142 284Waste disposal 5 5 10Total 738£ £ £HUMAN TIME SPENT ON PROJECT Quantities Month 1 Month 2My own time spent on project: 2hours/20 cages/week 16 hours 240 240 480Colleagues time spent on the project: 6.5 hours / 8 weeks 6.5 hours 63 63 126Time spent on preparing consumables: 8 hours / 8 weeks 8 hours 77.4 77.4 155Time spent with stakeholder engagement - meetings/emails/reporting results 10 hours 96.75 96.75 194 Total 785 Total 1,920BUDGET £6000 which covers the required resources with + £1,300 for unexpected expenses

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175August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMouse food hopper dividers for a reﬁned feeding methodReﬂectionRegardless of their size, every project has lessons to learn, which are discovered in the evaluation stage. These lessons are fundamental in continuous improvement and learning as the gained experience can be processed and used as a beneﬁt in the future. As David A. Kolb (1984) described his theory,14 learning is a four stage process (Figure 4), which applied perfectly to this project. The learning cycle starts with perceiving information through experience then this information must be processed. Reﬂection is the most important understanding stage in learning because only well processed and evaluated information can be used effectively in the future. On the following stages of the learning cycle, our actions will be based on new knowledge, that leads us to new experiences and the cycle self-generates. David A. Kolb’s quoted summary is “learning is the process whereby knowledge is created through the transformation of experience”.15Figure 4. The four-stage learning cycle by David Kolb.17 Reflection Regardless of their size, every project has lessons to learn, which are discovered in the evaluation stage. These lessons are fundamental in continuous improvement and learning as the gained experience can be processed and used as a benefit in the future. As David A. Kolb (1984) described his theory14, learning is a four stage process (Figure.Z), which applied perfectly to this project. The learning cycle starts with perceiving information through experience then this information must be processed. Reflection is the most important understanding stage in learning because only well processed and evaluated information can be used effectively in the future. On the following stages of the learning cycle, our actions will be based on new knowledge, that leads us to new experiences and the cycle self-generates. David A. Kolb’s quoted summary is ‘learning is the process whereby knowledge is created through the transformation of experience.’ 15 Figure 5. Bloom revised taxonomy pyramid.18Of course Kolb is not the only one considering learning processes. Benjamin Bloom (1965) also had a theory called Taxonomy of Educational Objectives,16 which can represent the importance of the evaluation stage within a project. Compared with Kolb’s theory, it has six stages instead of four, which gives a more complex picture about learning (Figure 5). The main difference is shown in the top three stages which are analysis, evaluation and creation. These elements are used in higher education when the information is not only processed and applied but is also analysed and critiqued before creating something new. Lessons learned from scoping and planning stage:The main lessons learned during these stages were the importance of detailed scoping and planning documents. Spending a large amount of time on preparation gave me a stable project framework which was suitable for further development. These documents were completely missing from my previous experience on a similar study, which lead to a straightforward failure. As we have had some challenges during the project, I believe a more detailed risk register should have been created with suitable mitigation actions. As the project was based on two main elements; animals and staff, I realise I could have spent more time to consider risks around stafﬁng issues and potential animal health concerns. The identiﬁcation of, and setting communication strategies with stakeholders, also played a big part in the project. Bringing an extra stakeholder on board within the ﬁnance department did not cause any setback in the project delivery. However with earlier identiﬁcation, her valuable contribution could have given me a more accurate budget from the beginning. Lessons learned from implementation and evaluation stage:Creating suitable weighing sheets and a rota took a bit longer than anticipated but did not have a negative effect on the ﬁnal delivery. However it meant a slight deviation from the Gantt chart. I also realised that I had to spend more time on the project itself and include more communication with new participants. To mitigate this issue in the future I would allocate more tasks to the secondary leader, to give myself more time for stakeholder engagement. Also, an extra stakeholder would be involved, such as a statistician for data analysis and blinding purposes. Referring to Kolb and Bloom;14-16 the information gained through this project experience was processed and analysed which means future projects can be based on knowledgeable actions for improved outcomes. After evaluation of the project, I believe it could be an effective reﬁnement opportunity and could be utilised as a foundation for further Animal Welfare improvements. Extending this study with the use of breeding cages, Analyse

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176Animal Technology and Welfare August 2020Mouse food hopper dividers for a reﬁned feeding methoddifferent hopper sizes, age range or mice with different genetic backgrounds could be beneﬁcial not only in BMS but also in the wider professional community. AcknowledgementThe staff and management of the the BMS, University of Oxford for their assistance and co-operation with the project. The essentials of communication: POURS modelSteven Cubitt and Auriol Lamb Cubitt (2020) Project Planning and Project. Institute of Animal TechnologyAccessed: 01/12/2021Planning stage, Assessing resources Steven Cubitt and Auriol Lamb Cubitt (2020) Project Planning and Project. Institute of Animal TechnologyAccessed: 01/12/2021References1 Introduction and history of University of Oxford https://www.ox.ac.uk/about/organisation/history Accessed: 21/01/2021.2 Animal Research, University of Oxford https://www.ox.ac.uk/news-and-events/animal-research. Accessed: 21/01/2021.3 University of Oxford, Medical Science Division https://www.medsci.ox.ac.uk/divisional-services/support-services-1/biomedical-services Accessed: 21/01/2021.4 Sarah Wolfensohn and Maggie Lloyd (2013). Handbook of Laboratory Animal Management and Welfare. 4th edition. Pub. Wiley Blackwell ISBN-13: 978-0470655498 ISBN-10: 9780470655498 Accessed: 10.12.2020.5 ENVIGO. www.envigo.com/rodent-natural-ingredient-diets. Accessed: 12/12/2020.6 Malocclusion in the laboratory mouse, JAX® NOTES Issue 489, spring (2003). https://research.oregonstate.edu/sites/research.oregonstate.edu/ﬁles/larc/pdf/malocclusion.pdf Accessed: 03/12/2020.7 Doran, G.T. (1981). There is a S.M.A.R.T. Way to Write Management’s Goals and Objectives. Management Review, Vol. 70, Issue 11, pp.35-36. 8 Shannon, C. (1948). A Mathematical Theory of Communication. The Bell System Technical Journal, 27(1): 379-423. http://people.math.harvard.edu/~ ctm/home/text/others/shannon/entropy/entropy.pdf Accessed: 22/01/2021.9 Figure 1, Shannon and Weaver, Schematic diagram of a general communication system. http://zimmer.csufresno.edu/~johnca/spch100/11-1-shannon.htm Accessed: 22/01/2021.10 Shannon and Weaver. Model of Communication https://www.communicationtheory.org/shannon-and-weaver-model-of-communication/ Accessed: 22/01/2021.11 Shannon and Weaver’s Information Theory M. Truex Spring 2002. http://zimmer.csufresno.edu/~johnca/ spch100/11-1-shannon.htm Accessed: 22/01/2021.12 Henry Laurence Gantt, The Gantt Chart, Thinker 002, Chartered Management Institute, 2002. https://www.managers.org.uk/~/media/Campus%20Resources/Henry%20Laurence%20Gantt%20-%20The%20Gantt%20Chart.ashx Accessed: 24/01/2021.13 P.W. Betts (2000). Supervisory Management, 7th edition Pearson Education Limited. p.526.14 Learning in circles. The 4 stages of David Kolb. Facility of Skills, 2017. https://www.faculty.nl/en/ blog/learning-in-circles-the-4-stages-of-david-kolb Accessed: 25/02/2021.15 David A. Kolb (1984). Experiential Learning: Experience As The Source Of Learning And Development. P.38.16 The teachers guide to Bloom’s taxonomy. https://www.innovativeteachingideas.com/blog/a-teachers-guide-to-blooms-taxonomy Accessed: 24/02/2021.17 Figure 3. Kolb Learning cycle. https://image.slideserve.com/194121/kolb-learning-cycle-l.jpg Accessed: 25/02/2021.18 Figure 4. Bloom Revised Taxonomy Learning pyramid https://dcmep4q5dgnih.cloudfront.net/wp-content/uploads/2019/06/20133609/Bloom-revised-taxonomy-1024x1024.jpg Accessed: 25/02/2021.Table ReferencesTable 1. Comparing average diet residue within C57BL/6 group. Table 2. Comparing average diet residue within B6SJLCD45.Table 3. Comparing the amount of diet used in the two different sized hoppers.Table 4. Comparing the amount of diet disposed from the two different sized hoppers.

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177August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareAbstractAs part of the IAT Higher Education Level 6 qualiﬁcation delivered by the College of Laboratory Animal Science and Technology (CLAST), students are required to undertake a project using planning and managerial skills and submit a ﬁnal dissertation describing the processes involved. This article is based on the author’s dissertation and describes a project to provide suitable facilities for a research team moving into in vivo studies involving adaption of accommodation including the relocation of in vivo imaging equipment from another location. The project required the author to effectively plan, budget and manage the relocation whilst carrying out their everyday responsibilities. Successful candidates are then eligible to apply for the IAT Fellowship (FIAT) and to progress onto a master’s degree programme. Keywords: management, budgets, stakeholder engagement, training IntroductionProject aimTo provide a Research group that needs to undertake in vivo work in rodents with pathogen-free accommodation including animal accommodation and access to an In Vivo Imaging System (IVIS). The UnitThe Biomedical Research Facility (BRF) is managed by Bioresearch and Veterinary Services (BVS) and beneﬁts from a collaboration with a larger team.The facilities (BRF and Central Transgenic Core (CTC)) are maintained at a high health status and strict rules apply to maintain this status. Entry of staff, mice, equipment, pathogens and biological materials are strictly controlled. Before any member of staff can enter the unit they must ﬁrst read the Code of Practice and then contact the Unit Manager who will introduce them to the unit and outline in detail the procedures that must be followed when entering and using the facilities.The BRF has the ability to house mice, rats and hamsters. Animals can be accommodated in open top or individual ventilated cages (IVCs) and if required can be contained within ﬂexible ﬁlm isolators.BVS staff are highly trained and can offer a wide range of services including:• breeding and maintenance of rodent lines• production and maintenance of Transgenic rodents• management and monitoring of Transmissable Spongiform Encepharopathy (TSE) infected mice• conducting a range of other specialised proceduresThe units also house a range of specialised facilities,1 that include:• micro-injection facilities• surgical facilities• derogated category 3 containment facility• post- mortem facilities• embryo culture• behavioural suites• imaging equipmentScopingIt is during this stage of a project that you must ask all of the relevant questions to try to ensure that you know exactly what is required by them. This is also when you can ascertain if you will be able to fulﬁl their requirements or if adjustment would need to be made.Setting this out in a spreadsheet or a Gantt chart will allow you to see if you are keeping to timescales and targets.Project Management HEATHER WARNOCK University of Edinburgh, Easter Bush Campus, Midlothian, EH25 9RG Scotland UK Correspondence: Heather.Warnock@ed.ac.uk Based on a CLAST IAT HE Level 6 Diploma assignment December 2022 Animal Technology and Welfare

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178Animal Technology and Welfare August 2020ContextA Research group has been working on campus for the last 10 years. Their work involves incorporating promotors and enhancers into viruses. They now had 3-4 disease models identiﬁed and were now ready to start in vivo work.To allow them to begin working with animals they required a pathogen free area, local to their laboratories. They required lone use of a stock holding room and access to an In Vivo Imaging System (IVIS).The overall aim of the work to be performed is to develop improved gene therapies. In doing so they wanted to develop, screen and evaluate novel tissue-speciﬁc and regulatable systems, for testing in small rodent models and to develop and administer novel gene expression tools.This project needed to address various issues for the unit and research. – Provide a consistent workload for the technical staff. – Increase the skills base of all staff. – Enable new research which will beneﬁt all. – Produce external income. – Provide a suitable area for this new research to take place.All of these would help to maintain the unit in a working position as a drop in workload could result in closure of a unit. This project will beneﬁt the department, research and staff morale.SynopsisThis research group is part of a new commercial company. Although most of the team having been working on this campus for the last 10 years, the new company were now at a stage that they needed to start working with live animals to validate their work. As a department we were approached to see if we could accommodate them in one of our units. They do have some special requirements that we need to see if we can put in place.– They would require the use of an IVIS imaging system.– Want sole use of a stock holding room.– They intend to carry out most of their research by their group but will also require technical assistance from unit staff.– Require a very high level of biosecurity for their research. This new research will come in line with the type of research already being carried out within the BRF. It may lead to collaboration with other groups and enhance the use of the unit for others.We initially had to ensure that the research group would be happy with the space and facilities we could provide. To facilitate this, we provided ﬂoor plans of the unit and then carried out a video tour on TEAMS (Microsoft Windows programme) to allow them to see what space and areas they could use. The group identiﬁed two areas that they would prefer to use.Once the areas had been agreed it was necessary to adapt the rooms and move in equipment. The most vital part of this project was to provide the new research group with access to the IVIS imaging machine.Risks factors that could derail the project:• lack of space• equipment relocation• equipment failure• time allocation/timescale• additional expense• stafﬁng issuesGoals of the ProjectSMART – Speciﬁc, Measurable, Achievable, Realistic, Time-related S: To incorporate the New Research group into the unit and facilitate their research goals.M: Increased research and income for the unit.A: The space has been allocated and the research team are ready to move in.R: The unit can accommodate more animals and provide space for more research.T: We had a 6-month window to make this happen.OrganisationalStakeholdersTo enable the project to be completed these were the stakeholders that needed to be involved.Project Team involved:1) Director of BVS2) Deputy Director (Business)3) Facility Manager (Myself)Interested Bodies:4) New Research group5) Existing Researchers1) The Director – was to decide whether to try and incorporate a new research group into BVS. Then identify which Animal Facility would be the most suitable for them to carry out their research in.2) Deputy Director – will deal with the logistics and ﬁnancial side of this project.3) Facility Manager – worked with all of the above as well as the new research group and existing researchers to facilitate the smooth introduction of the new group, keeping communication open for all.Project Management

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179August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareProject Management4) New Research group – laid out their requirements and liaise closely with the Facility Manager.5) Existing Researchers – kept informed and provided input where possible.Prior to considering the implementation of this project we asked ourselves:–Could we accommodate their requirements for space?– Could the IVIS Spectrum be moved into available space (equipment)?– What were the cost implications?– Was there space elsewhere in another unit?– Was BVS biosecurity level high enough for their research requirements?–What impact would this have on existing researchers?– Did we have sufﬁ cient staff?– Did we have the skills base to assist with this research?Communication with stakeholders varied depending on the level of engagement they had. The main stakeholders were the new research group. They had the most interest in the project. Communication with the group needed to be weekly initially until conﬁ rmation received that all is going to plan. For this project initially by email or a TEAMS call. TEAMS calls were preferred as it is often easier to communicate with someone if you can see them to gauge their reaction and sometimes emails can be misread.Other stakeholders only required an update if there are changes to the project or timescale.Management TheoryThere are a number of management theories that can be used. It is important to select one that will work for the project you are undertaking. Different management theories include: 5 Cs of Decision making (Consider, Potential Change AgentsKey PlayersNew Research Group – if they cannot acquire all of their needs.Director – making the decision to provide space.New Research Group –identifying their needs. They will be in a position to carry out their research.Facility Manager –managing the expectations of all.Indifferent Back-YardersDirector – Once the decision is made to bring the new group in there will be minimal input.Existing Researchers – will have an interest but it will not affect their work.Technicians – will need to be kept informed regarding any new work.Task Name Duration Start Finish PredecessorsResource NamesIdentify Space 30 days Tue 01/09/20 Mon 12/10/20 Building SpaceArrange Equipment Transfer60 days Thu 01/10/20 Wed 23/12/20 Space Allocation EquipmentInform Current Research Groups7 days Mon 12/10/20 Tue 20/10/20 Agreement CommunicationsInductions 7 days Mon 11/01/21 Tue 19/01/21 Identiﬁ cation of ResearchersInductionsStaff Training 30 days Tue 05/01/21 Mon 15/02/21 Identiﬁ cation of protocolsTrainingStakeholder EngagementStakeholder MappingGantt chart for Project Communications12Identify Space30 daysTue 01/09/20Mon 12/10/20Building SpaceArrange Equipment Transfer60 daysThu 01/10/20Wed 23/12/20Space AllocationEquipmentInform Current Research Groups7 daysMon 12/10/20Tue 20/10/20Agreement CommunicationsInductions 7 daysMon 11/01/21Tue 19/01/21Identification of ResearchersInductionsStaff Training30 daysTue 05/01/21Mon 15/02/21Identification of protocolsTrainingGantt chart for Project CommunicationsCommunication with stakeholders varied depending on the level of engagement they had. The main stakeholder were the new research group. They had the most interest in the project. Communication with

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180Animal Technology and Welfare August 2020Consult, Crunch, Communicate and Check), Kolb’s Cycle of Experiential Learning and Belbin’s Team Roles Chart. I chose to use PESTEL which incorporated the Political, Economic, Social, Technological, Environmental and Legal aspects of the project.I will use this at the start of the project as justiﬁcation for the project as a whole.Political – Utilisation of current units and space within them. Re-use of existing equipment. Working within HO regulations in a designated establishment.Economic – Utilising existing units saves the need for another purpose built unit. Creates more income for the Establishment and saves the researcher additional cost.Social – Encourage collaboration within the scientiﬁc community, assisting others in achieving their goals. This will beneﬁt society in the future.Technological – New ways of using the animal unit. New skills and procedures to learn.Environmental – It is ethical to try and work collaboratively within research. Working within the 3Rs and sharing building space. The Institute has incorporated a large number of building factors to improve our sustainability and reduce our carbon footprint.Legal – As the unit is already up and running it will be much easier to incorporate the new research into our current Code of Practice and our CARE values. This will cover Health and Safety (H&S), Equality and Diversity.Risk ID Date IdentiﬁedCategory Risk The risk is caused byImpact Level Final Impact Level1 At the beginning of the projectHealth status compatibilityLevel of Biosecurity within the Unit not sufﬁcientPathogens in the facility would affect their researchHigh2 During the projectEquipment provisionCan the IVIS be moved/ commissioned for use?Transport and Servicing companyHigh3 During the projectPerformance riskStafﬁng Staff absence Insufﬁcient skills baseMedium4 During the projectFinancial risk Finance- increased costsAdditional costs due to failure to scope correctlyMediumTable 1. Risk Register.CostsImplementationThe implementation began by conﬁrming to the new research group that we could accommodate their requirements. As most of this project has been carried out during the COVID-19 Pandemic and lockdown, it was not always possible to meet people face to face. We began by sending a copy of the unit ﬂoor plans to the new team and then established a virtual tour of the unit using TEAMS and one of the unit Laptops. This would allow the new group to identify spaces they may like to use. The group identiﬁed two areas that they would prefer to use.Once the areas had been agreed it was necessary to adapt the rooms and move in equipment. The most vital part of this project is to provide the new research group with access to the IVIS imaging machine.Incorporating a new Research group into Unit£Transport / Relocation Class II 600Transport / Relocation IVIS 6800Commissioning of IVIS with new Computer14,500Relocation of CatWalk (2x2 hours Tech time)58Total cost 21,958Project Management

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181August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareProject ManagementThis is where the real work begins. To create the space that the new research group has requested, some minor works in the holding room and procedure room would be needed.It was necessary to remove a ducted Micro-Biological Safety Cabinet (MSC) from one of the rooms to accommodate the IVIS. This was a planned move to provide the required space and had been budgeted for.We ﬁrstly consulted the other units to see if any of them used this MSC before its removal went ahead.As we would need to bring in a commercial company to move the MSC it would be more cost effective to have them remove, transport and commission in the new unit rather than pay three separate contractors.Once the MSC was removed we had to arrange the specialist transfer of the IVIS Spectrum from the main hospital into the selected unit.Implementation and communication of the project– Researchers agreed what space they would like.– Communicate the plan to existing Research groups.– Clearing the space to accommodate their equipment and animals.– Arranging specialist transportation of IVIS.– Arranging Commissioning of IVIS once on site.– Inductions and unit tour of new research staff.– Unit Staff Training. – Implementation of new procedures.Project EvaluationMethodology My methodology analysis for this project is that it worked very well considering that we were in the middle of lockdown for the pandemic. All milestones were achieved within the allocated timescale and the new research group are now based in BVS and their work is progressing well.1. Identiﬁcation of a suitable space for the research was completed quickly using a video link to provide views of the various spaces available.2. We arranged transport and commissioning of the IVIS imaging system from Royal Inﬁrmary Edinburgh (RIE) to the BVS. Even with the need to acquire a new computer to run this was still carried out within the time allocated.3. Communications were maintained throughout to keep all stakeholders up to speed with where we were in the project.4. Although we had to make amendments to our induction process these were carried out in a timely fashion.5. Training of both unit technical staff and new research group was carried out in order to allow the research to begin.Considering everything, the project went well. Everyone concerned appears to be happy with the conclusion and research is going ahead.We have had to make adjustments to our induction process, this research group are not members of the University staff and do not come under our Occupational Health Department. Their COSHH and Risk Assessment processes are robust but cannot be recorded on our H&S system. This is a minor issue that we have been able to overcome.There was a delay in the new research group occupying their rooms. This was due to the pandemic and the research group undergoing change of controlling company. Project Timing: In hindsight this was not the best time to undertake this project.Not being able to sit down around a table to discuss requirements was difﬁcult. Good communication was vital and use of TEAMS provided a good practical platform. Although communication on TEAMS was very useful, the research group was fragmented and not always contactable. The main contact was in London during lockdown for most of the project. Not having hands on access to the IVIS sitting at RIE created a potential threat to the success of the project. As, when it was collected by the transport company not all of the required equipment was available to accompany it. It was then essential to source a new computer to run the IVIS adding to the cost at the beginning of the project. If we had not managed to get this equipment in place and functioning as required this could have stopped the project. Stakeholder FeedbackTo assess stakeholder feedback it was important to communicate directly with the main stakeholders, the new research group.1. Have we managed to provide adequate space for your research?2. Have we completed this project to your satisfaction?3. Is there anything that we could have done differently/ better?Their answers to these questions would inﬂuence the way we dealt with future projects of this kind. Although every project is slightly different getting the basics right is the most important part. Most is based around good communication and feedback from all parties.

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182Animal Technology and Welfare August 2020The main project team then sat down to discuss if we thought this could have been handled differently. Project Team involved:Director of BVSDeputy Director (Business)Facility Manager (Myself)It was agreed that initial contact should have been managed more formally with all of the stakeholders involved at the same time. Hearing the requirements and providing feedback at this stage would have been more beneﬁcial to the overall project. Having people on the ground and not working from home due to lockdown would have allowed us to see where there may be complications and would have allowed us to deal with them face to face.Budget analysisFortunately we had a reasonable amount of leeway regarding the budget for this project. We had factored in that we may have to carry out some additional building works within the unit to provide suitable accommodation for the new group’s animals. As it turned out this was not necessary and the redundant fund allocation covered the additional cost generated by needing a new computer for the IVIS.On ReﬂectionI would be inclined to gather more information at the scoping phase by speaking directly to the main stakeholders.Increased communication throughout would be beneﬁcial. Organising this during the pandemic may have led to some of the problems incurred. Having contact with people on the ground would have made the project much easier to carry out. Being able to have prior access to the equipment that we planned to transfer would have enabled us see if there were any parts missing in advance of transporting.Not all of the information was passed down from the Project Team. This is crucial to the overall project plan.Even with the problems that we encountered the project went well. It was completed within the timescales and the new research group are very happy with the space and equipment that we have provided. Unit staff are learning new procedures which can only beneﬁt the staff, the unit and the research.References1 Roslin Institute Intranet https://www.ed.ac.uk/roslin/about2 Management Theory https://www.professionalacademy.com/blogs-and- advice/marketing-theories---pestel-analysis3 Aurial Lamb Cubitt & Steven Cubitt Course Hand Outs.Project Management

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183August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareDecember 2022 Animal Technology and WelfareAbstractThe Levels 4 – 6 Higher Education Diplomas in Laboratory Animal Science and Technology (LAS&T) build towards a degree level qualiﬁcation. Each unit will equip students with valuable skills for the workplace and develop their research and writing skills in order to prepare them for levels 5 – 6. This paper discusses the provision of Continuing Professional Development for Animal Technologists by the use of webinars on the use of the less common laboratory species. Keywords: Continuing Professional Development, Webinar, Animal Technologist IntroductionThe Institute of Animal Technology (IAT) was founded in 1950 and has the purpose ‘to advance knowledge and promote excellence in the care and welfare of animals in science and to enhance the standard and status of those professionally engaged in the care, welfare and use of animals in science’.1 The IAT is governed by a national Council which relies on local branches for part of its aims. The London branch of the IAT embraces the general goals and in 2019 organised its ﬁrst Species Month event. The event gave the opportunity to IAT Animal Technicians to visit facilities in London. This event was successful and received positive feedback. Therefore it was decided to organise it again in 2020. When the global pandemic started, it was rapidly decided to move away from visits because of the uncertainty around their feasibility. The event took place online as webinars to deliver the closest results to the original design. To create a full month of events, the webinars were spread as equally as possible throughout the month. I was the project lead for the webinars and author of this report. I was responsible for identifying and liaising with the speakers, including the coordination of time and dates. I hosted the events and was available for the rehearsal session with the speakers and the software platform coordinator. I created the marketing material with assistance from other committee members of the IAT London branch and took an active role in promoting the event via social media. I also coordinated the event promotion via the IAT Bulletin. The registration of the attendees, the communication with them and a brief security screening were performed by myself.Assignment 1Aim Species Month was created to educate Animal Technicians and create a basis for information exchange. In the past, many units were multi-species and technicians were exposed to a variety of animals. With the professionalisation of Animal Technology, many technicians are now highly specialised and have worked with fewer species or, so it was perceived by the members of the London branch committee. This event was created to remedy this situation. In addition, it was believed that it would be a platform of exchange and encourage translational thinking. It was also hoped that the event may be beneﬁcial for technicians new to working with any of the species that were presented. The decision to move from a physical to a virtual platform allowed to pursue the same aims in a different manner.Objective:This project aimed to deliver different goals. First and foremost, it had the goal to offer a varied programme covering different species:Organising and hosting scientiﬁc webinars for the IAT London branch ROBIN LABESSE FHMS, Senate House, University of Surrey, Guildford GU2 7XH UKCorrespondence: r.labesse@surrey.ac.uk

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184Animal Technology and Welfare August 20201. Exposure to those species less commonly found in animal research in the United Kingdom (UK). The presentations were informative and an hour long. 2. To give the opportunity to participants to claim 1 Continuous Professional Development point (CPD). CPD is a tool used to ensure that professionals stay up to date with current good practice and certain levels of memberships require a yearly minimum of CPD points to remain on a register. (e.g. Register of Animal Technologists – RAnTech). As a rule of thumb, one hour of training equates to one or two hours CPD depending on the CPD activity. To ensure this, the speakers were informed of the format and given guidelines of the topics to cover. On average the London branch events usually attract 20 to 30 attendees. For this event to be considered a success, a minimum number of participants on the day will be required. 3. One beneﬁt of moving to an online format was the ability to make the presentations available to a wider audience than it would be possible to accommodate otherwise. This project also aimed to have some proportion of attendees from outside the London branch and the London area. 4. The event would need to take place over the course of 30 days or a month. 5. The objectives were designed to be Speciﬁc, Measurable, Achievable, Realistic and Timely (SMART). This tool is used in project planning to avoid vague measures for success. A non-SMART objective could be: we will present about a variety of species. The SMART version of that objective would be:a) The presentation would need to cover a minimum of 6 to 8 different species with none being about mice or rats to ﬁt our criteria. As much variety as possible was sought. This objective was for example, better achieved if all species presented were not land mammals. With the availability to reach presenters from the UK and potentially abroad this was considered both achievable and realistic. To meet full scope of this project in a timely manner, as per the timeframe (expanded on further along in this report), this objective will need to be met at the very least 1 month before the presentations by form of a ﬁrm commitment from the presenters.An hour slot will be allocated for each presentation. The presenter will be asked to prepare a 45-50 minute presentation covering a speciﬁc list of topics described in the standard template copied above.If the presentation is a little shorter or longer, the hour criteria was to be achieved by adjusting the numbers of questions taken by the host. The 5 minutes introduction of the event and the host, which is done before the actual presentation, can also be shortened. This criterion will be assessed for its success at the end of the series. We were looking for a maximum standard deviation of 5 minutes from the 60 minutes target.b) For this event to be a success, an average participation of 20+ attendees was our objective. The software used to virtually host the presentation allowed us to keep track of this. Potentially, depending on the software used for hosting and for registration, other metrics could be achieved. We could for example monitor people leaving before the end of the event or cancelling their registration to a following presentation after attending one. We could measure attendees signing up for another presentation after attending one. Conversion rate from registration to attendance, or even from visiting the event page to registering would be an interesting measure of success. However as this was our ﬁrst event, and the capacity to collect such metric had not been fully established yet, we mainly focussed on attendees’ numbers.c) During the ﬁrst year of this event, which only offered physical visits of facilities, we only had 1 attendee that was not physically based in London. However, this attendee was a member of the London branch and travelled to London for work regularly. As a measure of success, 5 attendees across the whole event, or an average of just under 1 attendee per presentation, from another branch of the IAT or outside the UK would be considered a success for this ﬁrst event.d) To ensure the event remained within the theme of a species ‘month’ a maximum period of 31 days took place from the ﬁrst to the last presentation. It was required to cover at least 21 days to ensure it was not just a species week or weeks.Dear Speaker,Thank you for agreeing in principle to participate to our Species Month event by giving a presentation about “insert species”,Please see a summary of what we are looking for:A 45-50 minute presentation, including (this is not a strict format): – Information about the species (origin, strains, any relevant metabolic data). – Environmental conditions required. – Housing (local example and pictures) – Behaviour/Social. – Type of research they are used for. – Personal experience. – 3Rs considerations. – Anything else you think might be relevant.5-10 minutes for questions.Many thanksOrganising and hosting scientiﬁc webinars for the IAT London branch

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185August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganising and hosting scientiﬁc webinars for the IAT London branchOrganisational ContextStakeholders (commitments and level of inﬂuence) The stakeholders of this project were the IAT London branch committee, the IAT, the members of the London branch, other potential attendees and the employers of organiser and the attendees.The IAT London branch had an obligation under their charter with the IAT to run a minimum of one educational event per year. With the pandemic, the options were limited and this event was likely be the only occasion for the branch committee to fulﬁl their commitment. Therefore, the interest of the committee is high. I am the chair of the committee and therefore have a strong level of inﬂuence on the committee’s view. However, the committee is run collegiately and no major change was decided without a discussion between a quorum of committee members. This was agreed when we decided to move the event online on the suggestion of a committee member.The IAT is highly committed to delivering its mission and has an interest in events taking place. However, traditionally, the IAT provides branches a certain level of independence and expects the committees to work within the agreed charter. Because branch work is under the IAT’s umbrella, the level of inﬂuence of the IAT is high. The interest of the IAT with the development of this project was likely to be low. Potentially this would be higher when the promotion of the event commenced as the branch relied on the ‘IAT’ network and reach for promotion. It was therefore important to involve the IAT in the process.Our scoping research suggested this event would ﬁll a void in CPD on offer at the time. Therefore attendees were hoped to have a strong interest in the presentations. They did not have any direct inﬂuence on the creation of this event but their requirements should be kept in mind to fulﬁl objectives c) and d). They will also indirectly have a strong inﬂuence on the event design in following years, should the event be successful enough to be repeated.My employers and those of the contributors, had an indirect interest. While it was possible that employers may have recognised the beneﬁt in participating (e.g. fulﬁlling openness commitment under the Concordat on Openness and increase institution visibility/image), they also recognised this project required time from the employee. In this case the employer, did not have an inﬂuence on the project directly but had an inﬂuence on the time resource available to all those involved. This was limited as many of the contributors had some control over their workday and were doing a vast portion of the work during their personal time. However institutions and employers had the power to prevent a speaker from participating. They therefore had an enormous inﬂuence on the part of the project consisting of securing speakers and their inﬂuence would be lower after that. It should however not be trivialised as they could change their minds at the last minute.The various interest and inﬂuence can be visualised below on Figure 1:As for any project, this one relied on the participation and the goodwill of a multitude of factors, from direct participants to removed stakeholders. Without full commitment and clear understanding, the ﬁnal product may not have been delivered. Any disagreement could either delay or completely jeopardise this project. As project lead, I was fully committed to prevent this by offering a clear view of the project at all times based on the level of interest and inﬂuence of each factor of this project. This will be further developed in the planning part of this document.Risk analysis (including SWOT analysis and risk register)I started this risk analysis by using a Strengths Weaknesses Opportunities and Threats (SWOT) analysis. These are traditionally more of a business tool to help stakeholders decide on the viability of a new venture. These were a common part of business cases and used here as a chance to provide an overview of the context of the project. In the case of a business proposal, to simplify, if the Weaknesses and Threats are more important than the Strengths and Opportunities, a project will not go ahead.Strengths: Moving to a virtual platform allowed more resilience to the evolving global situation caused by the COVID-19 pandemic. This allowed more ﬂexibility by the organisation, thus removing threats such as the risk of interfering with the biological barrier. It simpliﬁed the organisational logistics by eliminating travel time as well.Figure 1. Interests and Inﬂuences.Low inﬂuenceHigh inﬂuenceHigh interestLow interestEmployerIATIAT L.B. CommitteeAttendees

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186Animal Technology and Welfare August 2020Due to concerns regarding Animal Welfare, the 2019 event only allowed for small groups to visit. This was, for example, to prevent excessive noise in a working facility. The webinars were accessible to more people.Weaknesses: This event was highly dependent on people giving their time. While moving online removed some uncertainty arising from the pandemic, a changing world might make people less likely to commit in advance. As often, the speaker and organiser would be creating, promoting and conducing this event on their own time.For the event to be successful, an effective advertising campaign needed to be created. With different working patterns and people working from home, some physical means of marketing were not relevant or available.Opportunities: The webinars were not only accessible to more people but others were able to participate from outside the London area. Reaching a wider audience could increase participation. Therefore, it could promote knowledge further and faster than by hosting visits. We could welcome attendees from across the UK, instead of the local area and possibly, also international attendees. This format offered access to a bigger pool of speakers by allowing the organiser to reach outside London and eliminate travel restrictions and costs.Threat: The event was highly dependent on software technology and reliable internet connections for both the speakers and the presenter. This was tested before each webinar. Contingency plans were required for poor connection (e.g. hotspot available as a backup).While the Concordat on Openness is widely embraced in the UK, and public acceptance of animal research high (75% according to Understanding Animal Research (UAR)),2 historically security was a concern. Hosting the event online with potentially larger numbers of attendees required security measures such as screening in place.Risk registerFrom the SWOT analysis the project appeared viable. There were still some risks to mitigate. They were presented in the risk register below (Figure 2). The level of a risk is decided between an analysis of the impact Figure 2. IAT London Branch Webinar project risk register.Risk IDDate IdentiﬁedCategory Risk The risk is caused byEffects of risk Mitigation action in placeImpact levelStart DateEnd DateResults of mitigation actionFinal impact level1 Day 0 Design Inability to secure suitable speakers.Scheduling The event cannot be organised.First action on the implementation plan – schedule dates in advance – communicate clearly.Speakers and dates conﬁrmed early.2 Day 0 Resources Inability to identify suitable software.Technical and resources limitations.The event cannot be hosted.Reach out to collaborators early on and before.Software conﬁrmed and tested early.3 Day 0ReputationalLow attendance.Lack of interest or poor promotion.Multiple objectives cannot be achieved.Research and consult before establishing topics.Strengthenedinterest.Poor promotion.Multiple objectives cannot be achieved.Early active promotion. High visibility.4 Day 0 Security Security Activism Threats to speakers, IAT and organiser.Speakers to be aware of potential security issues – participants will be security screened.Lowered risk.5 Day 0 ResourcesSpeakers/ host unable to attend at the last minute.Technical and last minute issues.Part of the event cannot take place – participants’ disappointment.Early planning – backup host – no backup options for speaker (recording would prevent questions). Options for host – still high risk for speaker.6 Day 0 ResourcesTechnical issues.TechnicalEvent delayed or less smooth.Rehearsal before the day and speakers and host to be available 15 minutes before the start of the presentation – use a reliable platform.Technical issues can be caught and resolved in time. Low impact Medium impact High impact Organising and hosting scientiﬁc webinars for the IAT London branch

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187August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganising and hosting scientiﬁc webinars for the IAT London branchof the hazard/danger coupled with the likeness of the hazard materialising. Therefore, this risk register also included actions to lessen the impact the hazards might have had and the likelihood these hazards could have become if a real situation or both.Budget:The IAT London branch relies on yearly membership fees from its members. Most years, this represents a sum of approximatively £500. The treasury has historically been well managed, and the branch was in a healthy position ﬁnancially. However, this was possible thanks to events being organised without spending much money.This event essentially required Information Technology (I.T) and time resources. They were freely given or lent (e.g. computer) by the participants. The London branch did not provide the organiser or the speakers with any I.T. hardware. Because of the current move to home working, it was expected that the resources required would be available for all. Regarding software, a lot is available for free and it was not expected that the requirements of this event required any software to enable payments or membership. If that was the case, it was hoped that our parent organisation, the IAT, could host us as they had compatible software in place and had agreed in principle to host branches’ events.Because of the nature of the event there was no travel or physical hosting cost (e.g. catering).Project Planning:Implementation:The project was aimed to take place in late summer or during the autumn. To implement the project fully, tasks were broken down into a list. Those tasks are summarised in the table below (Figure 3) as well as the Figure 3. Task List and time required to complete.Planning the Species Month WebinarActivities LengthIdentifying speakers/platform 6 weeksContacting speakers/explaining project2 weeksConvincing speakers 2 weekAgreeing on a date 2 weeksSpeakers preparing content 4 weeksCreating advertising 2 weeksAdvertising 8 weeksPreparing platform 1 weekRehearsing 1 weekHosting the webinars 4 weeksTotal 32 weekspredicted length of time each of these activities would take to complete.Some tasks could not happen until a previous task was completed.However, some tasks could happen in parallel and the project duration might be shorter than the cumulative time required for each task. This is illustrated below (shortest path in red) in a visual shortest path diagram (Figure 4). The Gantt chart (Figure 7) also shows this. This approach gave added ﬂexibility to some tasks done in parallel. For example, speakers could be given 8 weeks to create their content. This would account for the fact that other projects might compete for their time. Figure 4. Shortest path to complete planning tasks.Hosting Webinars4 weeksRehearsing1 weekAdvertising8 weeksSpeakers Preparing Content4 weeksConvincing speakers2 weeksAgreeing on a date2 weeksClearing advertising2 weeksPreparing Platform2 weeksContacting speakers/Explaining project2 weeksIdentifying speakers/platform6 weeks

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188Animal Technology and Welfare August 2020Each task is described in more detail below:Identifying speakers: Need for speakers with suitable expertise of species to match our event design. As a ﬁrst point of call, speakers within my direct network were contacted. This demonstrates the use of building a strong and diverse network from the early stages of one’s career. Members of the London branch committee were contacted ﬁrst, followed by my direct colleagues, such as my Named Veterinary Surgeons (NVS). Potential speakers were identiﬁed by reviewing programmes of previous conferences. Colleagues met during conferences and my professional life were also contacted. At this stage it was expected that this should be enough to identify more than 10 speakers and hopefully attain a commitment from at least 6. However, if this was not sufﬁecient, other strategies could be used. If it was necessary to identify more speakers, recommendations would be sought from other colleagues and institutions such as Understanding Animal Research (UAR) or the National Centre for the 3Rs (NC3Rs). LinkedIn is a powerful networking platform and could be used to identify speakers or seek recommendations. As the project lead, I found this to be an exciting part of the project. This was the opportunity to investigate, develop my network and ﬁnd new ideas. Further down the line, those connections could later lead to more projects and collaborations.Identifying platform: The platform to host the event needed to be free for all to use and user friendly. It would need to be able to host a webinar, which was a different setting than a meeting, for an hour. This involved the control for the host to disable the attendees’ microphone and, less importantly, camera. It also needed the option to have written questions. The option to record the webinar would also be a plus. There are a variety of options on the market available for this type of technology. Another platform was required for registration. The London branch regularly use Eventbrite. This website oversees registration for free when events do not require payment. The Branch had agreed from the beginning of the design stage that the event was to be free for participants. Eventbrite allowed us to set up automatic and customisable reminders (e.g. 48 hours before the event). This was used to help with security. Participants were able to register but not be send the link for the virtual event until they have been ‘security screened’. Contacting speakers and explaining the project: The mode of communication with the speaker would depend on the our relationship. Any speakers from the IAT London branch committee were aware of the project and its nature from the design stage. It was therefore easy to explain the project and ask them to present. In that case the discussion took place face to face, for example during a committee meeting. It could also be discussed by phone, email or other mode of communications (e.g. SMS). In the case of direct colleagues such as my NVS, the project needed to be explained. This was possible to do in a non-formal manner as described previously for the IAT London branch committee members. Speakers from my direct network were contacted by email. The project was explained, as well as why they were approached in context. An offer was made to discuss this further by phone, virtual meeting or email should they have any questions.Convincing speakers: People normally have a tendency to want to help and being recognised as a valuable source of information might be enough to convince speakers to commit to the project immediately. Some people may not be interested and refuse, usually politely from the outset. Others may have concerns about security, the time commitment required and their availability. At this stage, it was important to listen and answer their questions honestly. Putting too much pressure on speakers or being untruthful would be unproductive. It could cause late cancellation or damage your professional relationship. Agreeing on a date: The target month was agreed by the London branch committee in advance. The speakers were made aware of this when they were ﬁrst contacted and the event presented to them. In previous discussions with the committee, it was agreed that afternoons, close to last hours of the day was the time when technicians are more likely to be able to dedicate time to webinars and training in general. This was because the nature of the work. Daily animal checks are legally required to be performed and the common practice is for this to take place in the morning. Therefore, once all the speakers agreed to participate, they were sent an invitation to complete a doodle poll (online organisation software). The poll had been pre-ﬁlled by the event organiser (myself) with suitable time slots. Each speaker was asked to ﬁll all the slots which could be suitable for them. This included 15 minutes before the presentation, to rehearse and solve any potential technical issue. To prevent double booking, they were asked to do so within a given time (e.g. 7 days). After the 7th day, the poll was closed and I attributed a suitable timeslot for all the speakers. They were informed straight away and asked to book that time in their calendar.Speakers preparing content: The speakers were reminded of the formal online webinar. They were informed of the platform chosen and reminded how the event would take place on the day. The timeline would be:1. Speaker to join 10-15 before the start.2. Host to accept attendees and give an introduction – 5 minutes.3. Speaker presents sharing his/her screen. (PowerPoint advised) – 45-50 minutes.4. Questions and conclusion 5-10 minutes.Organising and hosting scientiﬁc webinars for the IAT London branch

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189August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganising and hosting scientiﬁc webinars for the IAT London branchAt this stage the speakers were reminded of the format as shown in the template below and given time to prepare their presentation.Creating advertising: The London branch normally creates a poster, which can be used as a ﬂyer, to promote their events. A poster for the event was created. The poster contained information about the presentation, the presenter and the time of the presentation. In summary, it needed to answer the questions: What? Who? When? Where? The Why was brieﬂy explained as well with the following sentence. ‘More than 80% of animals used in research are rodents. Find out about the other species supporting research with the London branch.’ The links to the Eventbrite registration page needed to be on the poster as well. Therefore Eventbrite had to be set up before this task. For ease, it was possible to directly click on the link from a digital version of the poster. To help create an attractive poster, LinkedIn course, pod cast (Harvard business review, the managers tool) and HBD article were consulted for ideas. This also helped create a successful advertising strategy. Marketing is not something that is part of my professional background and this project was an enjoyable way to develop this skill.Advertising: Timing was an important part of the advertising strategy. It was expected that people would sign up for the event either in advance or very close to the date. Timing of registration can arise from different types of human behaviours and advertising needed to capture people with those different behaviours at the right time. The timing was linked to the medium used to promote the event. The IAT has a monthly print publication, the IAT Bulletin. To allow professional typesetting and proofreading before printing, material for publication needs to be submitted almost two months in advance. Therefore, the advertisement had to be ready 8 weeks beforehand, to be in the Bulletin for two issues and one issue before the ﬁrst webinar i.e. 3 months in advance of the initial webinar. The poster also had to be disseminated by email to the branch mailing list. Recipients were encouraged to print a version of the poster and display it in their facility at strategic points (e.g. lift and tea room). The poster was made available to download on a smart phone that allowed members of the committee to easily promote the event with work colleagues via WhatsApp, Facebook Messenger or LinkedIn. The advertising for this event took full advantage of traditional methods (poster, Bulletin) and newer technologies. The IAT was asked to promote the event on its social media. Since the direct link for the event was not available via the poster, this was not deemed a security risk. However, the poster was created in a manner not to present safety risk.Preparing the platform: Each webinar was set up on the platform to create a link to be distributed. A different link was created for the host and the speaker. This gave them different options and rights during the webinar. This was also the time to start security screening the participants. Using the list provided by Eventbrite, I checked whether I or members of the committee could personally vouch for the attendees. If not, the IAT would be contacted to conﬁrm they are on their database. People were also cross-checked using LinkedIn and institutional email addresses. In some cases, if people provided personal addresses, they may be asked by email for proof of their identify or a professional email address.Rehearsing: The host had at least one test session to familiarise himself to the hosting function of the platform used. Speakers were given the opportunity to have a practice session before the webinar should they wish to do so. 10-15 minutes were allocated before each webinar to have a very quick rehearsal. This allowed checking to ensure the speaker was comfortable with the software as well and that the presentation, including sounds and video, could be shared. This insured the parameters such as the sound volume, quality of image and microphone, were acceptable.Hosting the Webinars: the event started on time following the timings previously explained.– Speaker joined 10-15 minutes before the start.– Host accepted attendees and gave an introduction – 5 minutes.– Speaker gave presentation sharing his/her screen (PowerPoint advised) – 45-50 minutes.– Question(s) conclusion 5-10 minutes.Dear SpeakerThank you for agreeing in principle to participate to our Species Month event by giving a presentation about “insert species”.Please see a summary of what we are looking for:A 45-50 minute presentation, including (this is not a strict format): – Information about the species (origin, strains, any relevant metabolic data). – Environmental conditions required. – Housing (local example and pictures) – Behaviour/Social. – Type of research they are used for. – Personal experience. – 3Rs considerations. – Anything else you think might be relevant.5-10 minutes for questions.Many thanks

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190Animal Technology and Welfare August 2020Stakeholder engagement (including communication plan)The IAT London branch committee had direct communication (Figure 5), either during a physical or virtual meeting at the design stage. Communication then took place by email. The other committee members were updated when speciﬁc processes had been completed. For example, once the presenters were identiﬁed, committee members were be given a chance to express an opinion by email before they were contacted. They received the poster to express their feedback prior to it being circulated. When the event was fully organised, they were given the promotional material in order for them to promote it.Employers were made aware of the project at the beginning. However, it was expected that once their support had been given, limited communication with them would be necessary. They did however need to be Figure 5. Stakeholder engagement – direct communication.involved, or be aware of the scheduling step, depending on their own internal planning process. This ensured the speaker was free and was not asked to participate in other activities at the time of the webinar.Figure 6. Risk Register.Risk IDDate IdentiﬁedCategory Risk The risk is caused byEffects of risk Mitigation action in placeImpact levelStart DateEnd DateResults of mitigation actionFinal impact level1 Day 0 Design Inability to secure suitable speakers.Scheduling The event cannot be organised.First action on the implementation plan – scheduled dates in advance – communicate clearly.Day 1Day 35Speakers and dates conﬁrmed early.2 Day 0 Resources Inability to identify suitable software.Technical and resources limitations.The event cannot be hosted.Reach to collaborators early on and before.Day 15Day 30Software conﬁrmed and tested early.3 Day 0ReputationalLow attendance.Lack of interest or poor promotion.Multiple objectives cannot be achieved.Research and consult before establishing topics.Day 0 Day 30Strengthenedinterest.Poor promotion.Multiple objectives cannot be achieved.Early active promotion.Day 30Day 150 –Event dayHigh visibility.4 Day 0 Security Security Activism Threats to speakers, IAT and organiser.Speakers to be aware of potential security issues – participants will be security screened.Day 40Day 150 –Event dayLowered risk.5 Day 0 ResourcesSpeakers/ host unable to attend at the last minute.Technical and last minute issues.Part of the event cannot take place – participants disappointment.Early planning – backup host – no backup options for speaker (recording would prevent questions). Day 50Day 70Options for host – still high risk for speaker.6 Day 0 Resources Technical issues.Technical Event delayed or less smooth.Rehearsal before the day and speakers and host to be available 15 minutes before the start of the presentation – use a reliable platform.Day 130Day 150 –Event dayTechnical issues can be caught and resolved in time. Low impact Medium impact High impact Risk registerOrganising and hosting scientiﬁc webinars for the IAT London branchLow inﬂuenceHigh inﬂuenceHigh interestLow interestEmployerIATIAT L.B. CommitteeAttendees

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191August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganising and hosting scientiﬁc webinars for the IAT London branchThe communication with the attendees took place around the advertising plan developed. However, to gather feedback after the event, a few, randomly selected attendees were contacted directly to seek their opinion.The IAT was informed of the project once the concept had proven viable and some speakers had been secured. Regular conversations with the IAT were not expected. However, it needed to be informed of certain completed processes. When advertising started, the Institute played an active part in it. The IAT was asked about this early on. Since it was possible that the webinar be hosted on the IAT platform, regular email communication was required.Gantt chart:The Gantt chart is a tool used to easily visualise all tasks and the timelines of a project. It is named Gantt chart as its inventor was Henry Gantt. It has been used since the early 20th century, so it is a tool that is over 100 years old and has stood the test of time.It was checked regularly to ensure the project was hitting the decided milestones to prevent a delay in delivery. As a Project Manager it was the tool used (Figure 7) to re-allocate resources from one task to another (if one was early and the other was late).The Gantt chart highlighted the 11th and 12th weeks of the project (Figure 7) with 3 tasks to complete. Extra resources, especially time resources had to be allocated.Resources and budget:Information Technology The planning of the event was conducted via digital and telephone communications; therefore, a computer and a smart phone were required. Access to software such as Outlook, Power Point and LinkedIn were also needed.Access to a computer, a camera and a microphone were required for the host and the speaker on the day of the webinar and for the rehearsal.Both the attendees and the presenters needed access to virtual hosting platforms such as Zoom, Microsoft TEAMS and Adobe Connect. As most people had access to those resources via their workplace, it was expected that there would be no costs incurred. The software used to host the webinars and manage registration had to be free to use.Time:Both organisers and presenters gave their time freely for this event in addition to their normal working hours and therefore other projects might be competing with the Branch event for this resource. This is why generous time (weeks) was allocated for each task. It was however expected that to bring this project to completion, each week represented an hour to two hours of work for the Project Lead. With an average of 1.5 hours per week and a project duration of 24 weeks. This project would amount to 36+ hours of work.Task Start date End date LengthIdentifying speakers/platform Day 0 Day 42 6 weeksContacting speakers/explaining projectDay 42 Day 56 2 weeksConvincing speakers Day 56 Day 70 2 weeksAgreeing on a date Day 70 Day 84 2 weeksSpeakers preparing content Day 84 Day 112-140 4 weeksCreating advertising Day 70 Day 84 2 weeksAdvertising Day 84 Day 140 8 weeksPreparing platform Day 70 Day 84 2 weeksRehearsing Day 140 Day 147 1 weekHosting the webinars Day 147 Day 175 4 weeks34 It was used at any time to ensure to project was hitting the decided milestones to prevent a delay in delivery. As a Project Manager it was the tool used (Figure 7) to re-allocate resource from one task to another (if one is early and the other is late). The Gantt chart highlighted the 11th and 12th weeks of the project (Figure 7) with 3 tasks to complete. Extra resources, especially time resources had to be allocated. Figure 7. Re-allocation of resources Task Start date end date LengthIdentifying speakers/platform Day 0 Day 42 6 weeksContacting speakers/explaining project Day 42 Day 56 2 weeksConvincing speakers Day 56 Day 70 2 weeksAgreeing on a date Day 70 Day 84 2 weeksSpeakers preparing content Day 84 Day112 -140 4 weeksCreating Advertising Day 70 Day 84 2 weeksAdvertising Day 84 Day 140 8 weeksPreparing platform Day 70 Day 84 2 weeksRehearsing Day 140 Day 147 1 week Hosting the Webinars Day 147 Day 175 4 weeksWeek 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Week 14 Week 15 Week 16 Week 17 Week 18 Week 19 Week 20 Week 21 Week 22 Week 23 Week 24last four weeks OptionnalFigure 7. Re-allocation of resources.

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192Animal Technology and Welfare August 2020Assignment 2Implementation delivery method This project was delivered based on the task and methodology described in the scoping and planning document. However smaller details had to be adjusted at the time. Also, the timeline and planned order of the tasks (as shown on the Gantt chart) had to be ﬂexible. Some tasks were delivered faster than anticipated which offered resilience when some tasks took longer.A more detailed description for each task can be found below.Identifying speakers: Early in the project, two speakers from the London branch committee volunteered to present. They had both hosted physical visits in the past and were supportive of the concept. One of the speakers was the person who suggested transforming this event to online presentations. I also knew that the unit I managed housed rabbits and was conﬁdent that we could deliver a presentation about them. To facilitate hosting, I approached my NVS to do this presentation although my deputy would have also been a suitable choice. Other speakers were approached within my network. I presented the project to a colleague I met during a College of Laboratory Animal Science and Technology (CLAST) course and Institute of Animal Technology meeting for her work with farm animals. I also contacted a previous colleague from my days at Cancer Research UK who I knew to be working at London Zoo. We also had two previous contacts that expressed interest in our initiative the previous year but could not participate for various reasons. Finally, more speakers were identiﬁed by browsing previous conference programmes and from past meetings with them. The IAT Annual Congress and the West Middlesex Branch Technician Symposium are reputable quality events and there were plenty of suitable speakers they had invited in the past.Identifying platform: the platform to host the event was for some time a challenging decision. Two contenders emerged early on: Microsoft Teams and Zoom. It was eventually decided to use Zoom for multiple reasons. Unlike Microsoft Teams, Zoom is free to use as a participant. This made the event more accessible. Early in the pandemic, many people started using this platform, so it was expected that participants would be familiar and comfortable with it.The IAT has a commercial account which is accessible to branches free of charge, this allowed the branch to access some more advanced functions such as the webinar settings which allows written Q&A. Thanks to the IAT, this was done without changing our budget for this event or signing up to a long-time contract with a software company.We also needed a platform to regulate the registration. The London branch has relied on Eventbrite for this for the last couple of years and did so again in this case.Contacting speakers and explaining the project: Two speakers from the London branch agreed to participate during a committee meeting reviewing our plans for this event. The NVS from Surrey University was approached directly during an informal catch up. The event and its concept as well as the time frame was brieﬂy presented verbally. Old colleagues were contacted either via LinkedIn, email or direct messages depending on the level and mode of correspondence previously used. To contact previous speakers, this was done via email which was deemed more formal. The presenting template in the planning document was used. The speakers’ contact details were generally available. On two occasions, an email was directly sent to the Director of Biological Services (found either on LinkedIn or via institutional webpage) to ask for a suitable speaker to present the work done on a speciﬁc species. The advantage to this approach ensured local senior stakeholder support for the project early on.Convincing speakers: The speakers from the London branch were committed from the beginning. The NVS from my unit has always been extremely pro-active in term of openness and gave an agreement in principal during our initial conversation. Others were very supportive of the idea but expressed quickly that they would not feel comfortable giving a presentation. In two cases, their team was too small to be able to suggest an alternative speaker. Those two people were thanked for considering this project and told that if they changed their minds, we would be happy to discuss a presentation from them next year.In two other cases other suitable speakers were suggested and they readily accepted to join the project. Finally, one of the speakers approached had previously presented at the IAT Congress. After a couple of additional questions, mostly logistical in nature, this speaker agreed to join this project.Agreeing on a date: The target month was agreed by the London branch Committee in advance. This was originally September 2020.The speakers were made aware of this when they were ﬁrst contacted and the event was presented to them. However, this timing changed early in the organisation of this event, as other time pressures linked to the pandemic occurred. The speakers were sent an invitation to complete a Doodle Poll (online organisation software). The poll had been pre-ﬁlled by the event organiser with suitable time slots. The speakers were asked to ﬁll all the slots which could be suitable for them. This included 15 minutes before the presentation, to rehearse and address any potential technical issues. The poll was created and shared on a Monday morning. To prevent double booking, they were Organising and hosting scientiﬁc webinars for the IAT London branch

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193August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganising and hosting scientiﬁ c webinars for the IAT London branchasked to complete the poll by the end of the week. Once the poll had been closed, I assigned a suitable timeslot to all the speakers. They were informed of this straight away and asked to reserve that time in their calendar.Speakers preparing content: The speakers were reminded of the form (online webinar). They were informed that Zoom was the platform chosen and were also reminded how the event will take place on the day:– Speaker to join 10-15 before the start.– Host to accept attendees and give an introduction – 5 minutes. – Speaker gives presentation sharing his/her screen. (PowerPoint advised) – 45-50 minutes. – Question(s) conclusion 5-10 minutes.The speakers were also reminded of the content expected as well as encouraged to prepare their presentation using Ms PowerPoint.Creating Advertising: The London branch normally createsa poster, which can be used as a ﬂ yer, to promote its event. I created the poster for this event which was based on a template previously created by the Branch Secretary. The poster contained information about the presentations, the presenters and the time of the presentations. In summary, it answered the questions: What? Who? When? Where? The links to the Eventbrite registration page were on the poster as well. This ﬁ rst draft was sent to the Branch Secretary for her input. After a few changes, the poster (Figure 8) was agreed for use. Figure 8: Poster used to advertise the event. Advertising: The event was advertised almost 4 weeks ahead of the ﬁ rst webinar (Figure 8). It was initially sent via email by the branch secretary to all the members on our mailing list.It was also sent to the IAT Bulletin Editor. Unfortunately, the deadline to be included in the November edition had been missed. Other avenues were therefore used. The poster was sent to the Animal Welfare and Management Discussion Group (AWMDG). This is a very useful mailing list for information exchange and discussion between workers involved in animal research in the UK. I considered sending the information on the Anilab mailing list as well (French equivalent of AWMDG) but decided against it as the presentations were in English. The poster was also shared on LinkedIn, on the IAT event page and the IAT social media pages. Preparing the platform: The preparation on Zoom for each event required the creation of an individual event for each webinar and selected webinar format. The linksthen needed to be available to be communicated. This was kindly set up by the IAT Website Coordinator. A master word document was created to keep a track ofthe relevant information for each event (e.g. link, speaker,time). Dear SpeakerThank you for agreeing in principle to participate to our Species Month event by giving a presentation about “insert species”.Please see a summary of what we are looking for:A 45-50 minute presentation, including (this is not a strict format): – Information about the species (origin, strains, any relevant metabolic data). – Environmental conditions. – Housing (local example and pictures) – Behaviour/Social. – Type of research they are used for. – Personal experience. – 3Rs considerations. – Anything else you think might be relevant.5-10 minutes for questions.Many thanks

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194Animal Technology and Welfare August 2020The same process was done on Eventbrite to create the registration links (Figure 9). As Eventbrite is the platform used to encourage attendees to register, it was set up with text about the event and suitable pictures. In cases, the pictures were directly obtained from the speaker (e.g. Göttingen minipigs), in others, they were sourced from an online picture bank. An automatic message was also created to thank attendees for registering. Another one was created to be sent as a reminder 48 hours before the webinar.Figure 9. Example of pictures used on Eventbrite platform. Rehearsing: As the host, I had one rehearsal session with the IAT Website Administrator. Only two speakers (from the same webinar) decided to take advantages of the offer to rehearse in advance. However, for each webinar, the speaker(s) and the host started 15 minutes before the ofﬁ cial start of the webinar. This proved to be enough time to rehearse. This was also a welcome chance to ensure everyone was on the same page, relaxed and enthusiastic.Managing participants and attendees: This task had not been fully anticipated. In the past, especially in the UK, animal research has been heavily criticised by a portion of the population. This in time resulted in threatening, aggressive or violent action from such individuals. At present, recent surveys suggest 2/3 of the UK population is overall supportive of animal research. However, the London branch reserved the right for attendance not to be granted to individuals that might create a security risk. To ensure this, no link was given until each attendee had been vetted. This process ended up taking some time and was challenging. A proportion of the attendees were known to me but the email addresses used were checked nonetheless, to conﬁ rm they matched the known ones. Other people were conﬁ rmed via the institutional address and institution register or via LinkedIn. Some attendees were checked against the IAT database. To follow General Data Protection Regulation (GDPR) rules, this is not accessible to the London branch but the IAT was able to assist us with this. In some case, individuals were contacted directly using the email address used to register, via the general London branch email. Only two participants were not sent the link for the webinar after their registration. But this process proved more time consuming than expected and, in some cases, required express checks for attendees registering at the last minute. (Registration was closing one hour before the event.)Hosting the webinars: Once the rehearsal had taken place, participants were allowed to join the webinar. As the host, I began the introduction shortly after the given start time. This gave some leeway for latecomers to join. The introduction covered a brief explanation of the event and introduced the speakers as well as some technical information about the platform used (e.g. attendees are muted but can ask questions using the Q&A chat). The presentation then started and lasted 40 to 50 minutes. After the presentation, I thanked the speaker and reminded everyone to write their question(s). I then read the questions to the speakers and aimed for this to feel more like an actual conversation than a panel interview. At the end of the event, speaker(s) and attendees were thanked again and reminded of the next webinar(s) due to take place.Project results The event took place in November 2020 with the ﬁ rst webinar on the 13th November and the last one on the 27th November. Six webinars took place (Figure 10). The shortest one lasted 50 minutes and the longest one lasted 65 minutes. Attendance was good overall. With the event being free, it was unclear what conversion rate from registration to attendance was to be expected.Feedback from participants was good with many attendees signing up for additional webinars or more than one, after attending one.46was also created to thank attendees for registering. Another one was created to be sent as a reminder 48 hours before the webinar.Figure 9. example of pictures used on Eventbrite platform. Rehearsing: As the host, I had one rehearsal session with the IAT Website Administrator. Only two speakers (from the same webinar) decided to take advantages of the offer to rehearse in advance. However, for each webinar, the speaker(s) and the host started 15 minutes before the official start of the webinar. This proved to be EventRegistered AttendedConversion (%)Left before the endOpossums45 20 44.44 0Minipigs46 24 52.17 0Naked moles rats51 28 54.900Xenopus63 36 57.14 1Rabbits51 26 50.98 0Zebraﬁ sh68 42 61.76 2Figure 10. Webinar attendance. Organising and hosting scientiﬁ c webinars for the IAT London branch

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195August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganising and hosting scientiﬁc webinars for the IAT London branchStakeholder management reportPerhaps surprisingly, I found that most stakeholders did not really engage with this project until at very late stages of it, (Figure 11) or until its completion.Figure 11. Stakeholder management report. The Branch Committee was very involved in the initial stage, especially when formalising the concept of this project. Thereafter, a regular communication by email when milestones were reached seemed sufﬁcient. The IAT historically has given some freedom to the branches and has been more involved at the feedback stage than during the conception. However regular communication was required with a speciﬁc member of the IAT Council who oversees the IAT’s website. This member was extremely helpful in setting up the Zoom webinars. As soon as dates were agreed, this was communicated to the IAT Website Coordinator.Speakers, in general, had the seniority to organise their own time. They were responsible for conﬁrming they had their employer’s approval to take part in this project.Once the event was ready to be advertised, attendees did require a higher level of communication. They needed regular reminders and clear joining instructions. Those were included in the pre-event reminder to have them at the top of their inboxes on the day of each webinar. There were also questions about the content of the webinars and some technical queries around registration and whether the presentation would be recorded and available later. Because of the demand this was discussed with the IAT Website Coordinator (for feasibility) and the speakers (for their agreement). It was decided to record the presentations and make them available. At the time of writing the presentations available on YouTube have been seen in comparable numbers to the numbers of live attendees. Updated risk registerOverall the mitigation of risk, as described in the risk register (Figure 12), mostly brought the risk to a very low level. None of the risks identiﬁed ever materialised.Budget management reviewThis project did not incur any costs to the IAT London branch. The cost of the Zoom platform was kindly covered by the IAT.Time was a signiﬁcant resource for this project, albeit, every participant gave their time freely.At the beginning of this project, I anticipated 1 to 2 hours of work per week would be required. In some cases, it was signiﬁcantly less. Convincing speakers became being quite simple and I was impressed by the general spirit of our professional community. Other tasks took a lot longer. Creating advertising required input from other people and some speakers were very speciﬁc about which information or pictures they wanted associated with their presentation. This created a bit more communication and more time was required to complete this task. In future, I will have a template ready and ask the speakers to complete it themselves to ensure they are happy with the information used.EvaluationMethodology analysis:A few events happened during this project that had not been fully anticipated.The ﬁrst factor was my own time. When I started this project, my day job was relatively quiet but at some critical moments, it became busier. I dealt with this by starting my day earlier, as I am more of an early riser than a night owl! This was partly responsible for why the project was delivered in November instead of September. With a day job that is relatively unpredictable, in the future I would try to be ahead for the planning of such projects where possible. I would also involve more people from the committee, so we could assist each other. With most of the organisation of this event relying on me, the London branch took a risk in terms of contingency. Therefore, in the future I would again involve more people from the committee. I would also save documents and correspondence in a centralised way for them to be more accessible. During this project, all the information was stored on the ‘cloud’ and locally for safeguarding but it was only accessible by me.Some speakers identiﬁed were only contacted in writing. Very few declined to participate. However I believe that in the future I will ask for a short conversation (phone Low inﬂuenceHigh inﬂuenceHigh interestLow interestEmployerIATIAT L.B. CommitteeAttendees

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196Animal Technology and Welfare August 2020or in person) or a virtual meeting to pitch the project. I believe it is possible that those people who declined could have been convinced had they been approached differently.In the past, London branch events have been attended by well known people in our community or industry. With this format, we had attendees from all around the country and even a few international ones (e.g. Iran, Spain, Australia). While it was great for the branch and the industry to see professionals from so many places taking part, it made the safety checks more challenging. In the future, I would include on the Eventbrite page a disclaimer such as: ‘This event is designed for professionals and to be a place for learning. The London branch reserves the right to refuse registration for people without a genuine professional interest. To facilitate this, please register with your professional email address instead of your personal one’. Stakeholders feedbackInformal feedback was given by attendees. It was always positive as demonstrated in the example below: “Thank you very much to IAT London branch for these webinars. An excellent contribution. I’ve learnt plenty about several species I’ve not worked with. Geoff H.”All the speakers thanked the London branch for the organisation and making the event an easy one for themto participate in.The London branch committee was pleased with the event as demonstrated by this quotation from the minutes of the committee meeting held on the 16th of December 2020:‘It was discussed what a success this was and RL wascongratulated on his hosting of these webinars. GS andFigure 12. Risk Register.Risk IDDate Identiﬁ edCategory Risk The risk is caused byEffects of risk Mitigation action in placeImpactlevelStart DateEnd DateResults of mitigation actionFinal impact level1 Day 0 Design Inability to secure suitable speakers.Scheduling The event cannot be organised.First action on the implementation plan– scheduled datesin advance – communicate clearly.Day 1Day 35Speakers and dates conﬁ rmed early.2 Day 0 Resources Inability to identify suitable software.Technical and resources limitations.The event cannot be hosted.Reach to collaborators early on and before.Day 15Day 30Software conﬁ rmed and tested early.3 Day 0ReputationalLow attendance.Lack of interest or poor promotion.Multiple objectives cannot be achieved.Research and consult before establishing topics.Day 0 Day 30Strengthenedinterest.Poor promotion.Multiple objectives cannotbe achieved.Early active promotion.Day 30Day 150 –Event dayHigh visibility.4 Day 0 Security Security Activism Threats to speakers, IAT and organiser.Speakers to be aware of potential security issues – participants will be security screened.Day 40Day 150 –Event dayLowered risk.5 Day 0 ResourcesSpeakers/ host unable to attend at the last minute.Technical and last minute issues.Part of the event cannot take place – participants disappointment.Early planning – backup host – no backup options for speaker (recording would prevent questions). Day 50Day 70Options for host – still high risk for speaker.6 Day 0 ResourcesTechnical issues.TechnicalEvent delayed or less smooth.Rehearsal before the day and speakers and host to be available 15 minutes before the start of the presentation – use a reliable platform.Day 130Day 150 –Event dayTechnical issues can be caught and resolved in time. Low impact Medium impact High impact Risk registerOrganising and hosting scientiﬁ c webinars for the IAT London branch

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197August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganising and hosting scientiﬁc webinars for the IAT London branchDM as committee members did an amazing job presenting their webinars.’The feedback from IAT Council appeared to be positive. This event was used as an example to other branches to carry out putting on events during the pandemic.Budget reviewThe IAT London branch is a not-for-proﬁt organisation and aims for its events to be affordable. On this occasion we did not need to invest in any speciﬁc hardware as every participant, including myself as project lead, had access to computers and the appropriate software already.To reduce expenditure, we normally give more in time and this was true for this project. In the implementation stage, 1 to 2 hours per week were forecasted to be required during the 24 weeks’ life cycle of this project. In reality, some weeks required 2-4 hours of work and some required less. More time was spent in the ﬁrst few weeks launching the project and being ahead of the curve. This gave me more ﬂexibility further down the line. With the pressure of my day job and my personal life, this ﬂexibility proved most useful. Some tasks, such as identifying speakers and convincing them to participate in the event proved both faster and easier than anticipated. Others were longer or even not expected. The ‘security screening’ of attendees before releasing the link to the webinar was a surprisingly demanding task. This was partially due to screening attendees, who unlike for most events we organise, we did not personally know. In future, this task will be simpliﬁed by encouraging attendees to register with an institutional email address.Overall, the project was delivered within the 36-40 hours of work forecasted. However, I often found myself either ahead or behind this forecast, with peaks and valleys of activities instead of the steady 1 to 2 hours per week expected.Lessons learnedI deeply enjoyed working on this project and I sometimes wished I had more time available to dedicate to it. In the past, I have started projects with collaborators who were not completely dedicated. This had caused them to change their mind halfway or even cancel the project completely, sometimes resulting in the project being non-viable at the end. I had started this project with the general ambition to do most of it on my own to avoid a similar situation. While I took the lead on most activities, I found myself enjoying the support given by my colleagues. I would like to take this opportunity to thank a few: Rebecca Towns, our Branch Secretary was incredibly helpful in creating the poster and advertising the event. As Chair of the Branch, I asked a lot of her and she always came through. Allan Thornhill, IAT Website Coordinator, was so efﬁcient in creating the event on Zoom. Furthermore, he was always available to provide guidance and discuss ideas such as recording the event. Therefore, I would not want to do projects fully on my own in the future as there is too much to gain by collaborating. I will however get everyone to agree on the plan, in writing before we start. I hope this will allow for collaboration while preventing unpleasant surprises.I also realised how enjoyable it could be to start something different. I have learned new skills which I hope to use again and the conﬁdence to try. Furthermore, I have appreciated some variety in my professional life.Regarding the project, I have learned the beneﬁt of proper planning. Going forward, I will aim to spend more time in planning to save a lot of time in implementation. I thought I was doing it already but there is always more planning that can be done. I have learnt which management tools were useful to me and at which stage. The SWOT analysis was helpful to assess the viability of the project more than it was in planning it. However, it made the creation of a Risk Register and Risk Management Plan much easier. I have found the Gantt chart useful to keep track of the project and to know when I should be catching up as well as when things were on track and I could allow myself a chance to recharge my batteries.I have also learned how easy it is to underestimate the time required to do any single task, as well as the pressure of other competitive interests, both professional and personal. I will now be more generous when estimating time resources required to complete task, especially when they are new.References1 Institute of Animal Technology https://www.iat.org.ukhttps://2 Understanding Animal Research https://www.understandinganimalresearch.org.uk/resources/infographics/)

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198Animal Technology and Welfare August 2020Abstract This article is based on a dissertation submitted as part of the IAT HE Level 6 qualiﬁcation. It discusses the implementation of the purchase and establishment of a software programme that will manage the record keeping required under the authority of the Animals (Scientiﬁc Procedures) Act 1986 (ASPA) including software that will enable the production of the required returns and reports. As well as overall management of the project, the article covers the planning, budget management, stakeholder engagement, difﬁculties during the progress of the project and perhaps more importantly lessons learned. Keywords: Animals (Scientiﬁc Procedures) Act 1986, management, planning budgeting IntroductionThis report is part of an IAT Level 6 project. The project will take place to address the current animal returns database. I have decided that the current animal returns software is not ﬁt for purpose. The system is hard to use and has a high learning curve. The project looks to address the lack of options with regards to reports created in the software for end of year returns. The current system also has poor training integration and a lack of editing options. Training records also need to be centralised and easier to access. The project will be undertaken over the course of 3 months. I feel this is an adequate amount of time to implement the new system, we are also time bound to have this up and running for the new year. BackgroundThe current system has been in place for the past 6 years and we have had numerous issues with software bugs in the ﬁrst few years. After these errors were resolved we then had issues with the systems poor layout. Feedback from users suggested our current system was not user friendly. The software also had continued faults and crashes that made it difﬁcult to use. The end of year returns for the Home Ofﬁce always seemed to be more difﬁcult than necessary considering the software is there for the reason of making this task more streamlined and simpliﬁed. This software is speciﬁcally designed to make the job of reporting the Home Ofﬁce animal returns easier. We found over time the system was causing tension and stress which led to errors in data entry. I found the system made things more difﬁcult as you could not trust the numbers you would get back. This put pressure on me at the end of the year and would cause me to waste numerous hours manually checking over numbers and having to double check software generated data. The system caused me personal stress as I was its main user for the unit. The current system was also due to stop being supported with the company who provided the software saying they would no longer support updates, meaning if the system crashed, we would have no support from them to ﬁx the issue. Outline the goals of the Project. List the Project objectives, ensuring these are SMARTThere are a few aims this project will attempt to achieve.Objective 1 Find and implement a centralised user-friendly IT platform for the ordering of animals.Speciﬁc. We must ﬁnd an easy-to-use animal returns database which enables us to order animals onto the system. Measurable. Users will be able to use the software to create an animal order, this will then alert a technician that an order must be placed with the supplier. Achievable. This is achievable as there are many ‘off the shelf’ software packages which can be bought speciﬁcally for this process. Timebound. Selecting the software package needs to be done fairly fast to enable the software to be ready to use as soon as possible.Tick@lab project – Project planningMARK HASLER Institute of Animal Technology, 5 South Parade, Summertown, Oxford OX2 7JL UKCorrespondence: Mark Hasler atweditor@iat.org.uk Animal Technology and Welfare December 2022

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199August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareTick@lab Project – Project PlanningObjective 2Find a user friendly and accountable IT platform which enables the efﬁ cient and accurate production of Home Ofﬁ ce returns and reports as required under the Animals (Scientiﬁ c Procedures) Act 1986 (ASPA). End of year Home Ofﬁ ce reports with retrospective severity scoring being the most important feature. Speciﬁ c. The software must include a Home Ofﬁ ce returns function with the ability to carry out reports including most importantly the end of year Home Ofﬁ ce returns. Measurable. At the end of the year, we will be able to produce an end of year returns usage report. Achievable. As there are many platforms made for this speciﬁ c purpose this will be achievable. Realistic. Yes, the software should be able to tally together the data entered and create a report that can be submitted to the Home Ofﬁ ce.Timebound. The database can be tested at BETA stage to ensure the database works as it should and test runs of reports will be made to ensure by the end of the year this feature will work correctly to produce the returns.Objective 3Establish a centralised and accessible point for recording and maintaining the training and competency records of personal licence holders.Speciﬁ c. Training and competency records will be centralised via the IT platform. Measurable. Each user proﬁ le will contain the training records and competency of each Personal License Holder (PIL) it will also keep track of Continuining Professional Development (CPD) points that have been awarded under the IAT CPD scheme. These proﬁ les will be used to check training and competency by Project Licence Holders and maintained by the Named Training and Competency Ofﬁ cer (NTCO). Achievable. The software will have a section to enter this data and this will be successful if the data is maintained and updated correctly.Realistic. Training records will be copied over from the current system. The system’s software should ensure the records are kept but paper records will also be kept as a failsafe.Timebound. As we have a small unit with only around 10 staff copying over the data should not take a long period of time. Some elements can be transferred via Excel from the current system which will save time. Objective 4Plan and put into practice a training programme and sessions for staff on the new platform to enable them to build their conﬁ dence using the new resource.Speciﬁ c. The aim is to train the users so they can, order animals, put them onto an experiment and then return the animal onto the system once they are used to tally towards our end of year returns.Measurable. Users will be able to navigate the software themselves and be able to carry out the basic required functions of the new system.Achievable. This will be achievable but users may learn at different speeds and require extra training or support as a result. Realistic. The ﬁ rst training session should help indicate if this is a realistic aim within the 1-month timeframe. The software has been chosen because of its ease of use but you must consider peoples’ skill level on computers.Timebound. Offering multiple online TEAMS meetings for training will give people options to attend, blocking out peoples’ time in advance will help ensure they get the training time required and additional help if needed.Organisational Context Identifying this will start with discussing stakeholders, their level of interest and inﬂ uence. Support this with a map or grid. Brieﬂ y outline your commitment to stakeholder engagement.Initially it is essential to ﬁ rst identify the stakeholders and their level of involvement and inﬂ uence. As I have identiﬁ ed the main objectives, I can decide who the key stakeholders will be. The main stakeholders for this project will be Establishment Licence Holder (ELH), Project licence and Personal licensees. The Establishment Licence Holder and Project Licence Holders (PPL) will have a large interest in the project as they are responsible for the Project Licences and animals used in the unit. This IT platform will make their jobs easier. The ELH will have a lot of inﬂ uence and having them on board is vital the projects success. Personal License Holders (PILs) will have an interest as this will also help them day to day and take the stress away when it comes to record keeping. IT will play an important role but could cause potential issues, things like servers and test environments would have to be created by them. There are a lot of legal processes for the new software to go through to be approved. This could potentially be an issue that could obstruct the project. Figure 1. Stakeholders categories.Realistic. The first training session should help indicate if this is a realistic aim within the 1-month timeframe. The software has been chosen because of its ease of use but you must consider peoples skill level on computers. Timebound Offering multiple online teams’ meetings for training will give people options to attend, blocking out people’s time in advance will help ensure they get the training time required and additional help if needed. Organisational Context. Identifying this will start with a discussion of the stakeholders, their level of interest and influence. Support this with a map or grid. Briefly outline your commitment to stakeholder engagement. Initially it is essential to first identify the stakeholders and their level of involvement and influence. As I have identified the main objectives, I can decide who the key stakeholders will be. The main stakeholders for this project will be Establishment Licence Holder (ELH), Project licence and personal licensees. The establishment license holder and Project Licence Holders PPL) will have a large interest in the project as they are responsible for the Project Licences and animals used in the unit. This I.t platform will make their jobs easier. The ELH will have a lot of influence and having them on board is vital the projects success. Personal License Holders (PILs) will have an interest as this will also help them day to day and take the stress away when it comes to record keeping. I.T will play an important role but could cause potential issues, things like severs and test environments would have to be created by them. There are a lot of legal processes for the new software to go through to be approved. This could potentially be and issue that could obstruct the project. High level of influence Potential change agent IT team Vendors ( A-Tune) Key players Establishment license holder Project license holders Indifferent Backyarders Personal license holders Low level influence

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200Animal Technology and Welfare August 2020A Gantt chart (shown below) helped me organise the project and deﬁ ne timelines to stakeholders. I also needed to ensure the correct stakeholders are involved from the beginning and I used stakeholder mapping to do this. This will identify who the most and least important people were regarding the project.Start date End date OCT NOV DEC JANData entry01/10/2021 01/21/2021Superuser training 01/10/2021 03/10/2021Training users 01/21/2021 01/01/2022IT meetings and project support 01/10/2021 30/01/2022System testing /bug testing 01/10/2021 01/02/2022Go live with continued IT support 01/01/2022Likelihood High Impact Medium Impact Low ImpactVery likelyLikely COVID-19 stafﬁ ng issues (ensure team is aware of progress so others can step in, in other staff members’ absences). Miscommunication(ensure meetings and emails are sent out throughout the project keeping stakeholders in the loop).Unlikely Not entering data on time(working to strict deadlines and communicating with stakeholders).IT issues (software will need to be tested through BETA versions).Risk registerBudgetBudget BUDGET TOTALS ESTIMATED ACTUAL DIFFERENCE Income190,000.00190,000.000.00Balance (Income minus Expenses)0.00What ae the 5 highest operating expenses EXPENSE AMOUNTSoftware purchase 100,000.00Annual database and server costs 50,000.00Annual running cost from provider30,000.00Training costs of staff time and recourses 10,000.00Maintenance and repairs4,600.00Total194,600.00020,00040,00060,00080,000100,000120,000140,000160,000180,000200,000ESTIMATED ACTUALBUDGET OVERVIEWWhat are the 5 highest operating expenses EXPENSE AMOUNTSoftware purchase 100,000.00Annual database and server costs 50,000.00Annual running cost from provider30,000.00Training costs of staff time and recourses 10,000.00Maintenance and repairs4,600.00Total 194,600.00Tick@lab Project – Project Planning

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201August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareTick@lab Project – Project PlanningProject planning Method statement An implementation plan for this project was needed and to do that I considered all options available to me. I needed to involve the team ﬁrst as they will be key to the project working.effectively. To implement the plan using existing management tools was very useful. I used the 5 Cs to help me. The 5 Cs will help structure the plan. ConsiderThe project looks to utilise the dedicated software as a way of recording the number of animals used on the project licenses in our facility. The Home Ofﬁce requires us to return this in the form of a report which the software should make easier to complete. Within each project license, each protocol will have a severity limit which is captured in the report and ensures compliance with this limit. The Home Ofﬁce does not specify how this data is stored just that the information must be recorded, as there are dedicated applications to make this record keeping as straightforward as possible, the aim of this project is to ﬁnd the software that best suits our facility and implement it to make life easier for Project Licence and Personal Licence Holders at the end of each year when these reports are due. I aimed to have an area to input training records and record competency for the procedures for each protocol within each license. The aim is for everyone to be able to easily access their own training records but also cross reference others to ensure they are signed off as competent to work on a speciﬁc procedure on any give license. This will speciﬁcally beneﬁt the Project Licence Holders, ensuring that nobody breaches the licence. The system should be able to alert the manager to the fact the user is unable to carry out a speciﬁc procedure or let them know training needs refreshing. The beneﬁt of having this type of software will be to ensure everything from ordering animals to reporting numbers at the end of the year is as straightforward as possible. The system should highlight to users potential breaches of licence by blocking orders if animal use limits are nearly reached for example. ConsultI needed to engage with the stakeholders of the project from the outset, I sent out my plan to the key stakeholders and set up meetings to ensure support from the correct people. This engagement helped the plan succeed. I needed to create good working relationships with these key stakeholders. I also required feedback from all current users as this would help me create the right software package that is useful to us moving forward. CrunchI needed to pick the correct software application that met the needs of our unit. This must include bolt on features for training and competency. CommunicateI had to provide brieﬁngs on what will happen. Communication was key in clarifying what was needed in the project and how the project would be a success. It will be important to communicate as issues will arise and lack of communication will lead to lots of problems throughout the project. CheckI needed to inform PPL holders, PIL holders and animal unit staff about all the changes in place that would affect day to day working. They needed to learn to use a new system but I needed to ensure they were aware of the beneﬁts as, whilst the initial period may seem like a lot of work, the result would be having a software that saves time and money. Another useful tool is PESTLECollecting information was a key part of the problem-solving process. There are many techniques that can be used to help identify what information to collect. One of these techniques is called PESTLE analysis.PESTLE is an acronym, (Figure 2) and PESTLE analysis is a technique used to understand the impact of outside factors on a location, business or organisation.It allows an individual or organisation to understand the ‘big picture’ of the environment they are situated in.Figure 2. PESTLE Explained.1current users as this will help me create the right software package that is useful to us moving forward. Crunch I needed to pick the correct software application that meets the needs of our unit. This will include bolt on features for training and competency. Communicate I had to provide briefings of what will happen. Communication was key in clarifying what was needed in the project and how the project would be a success. It will be important to communicate as issues will arise and lack of communication will lead to lots of problems throughout the project. Check I needed to inform PPL holders, PIL holders and animal unit staff about all the changes in place that affect day to day working. They will have to learn to use a new system but I needed to ensure they are aware of the benefits as whilst the initial period may seem like a lot of work the result is to have a software that saves time and money. Another useful tool is PESTLE Collecting information was a key part of the problem-solving process. There are many techniques that can be used to help identify what information to collect. One of these techniques is called PESTLE analysis. PESTLE is an acronym, and PESTLE analysis is a technique used to understand the impact of outside factors on a location, business, or organisation. It allows an individual or organisation to understand the ‘big picture’ of the environment they are situated in. Figure 2. PESTLE Explained.1

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202Animal Technology and Welfare August 2020Stakeholder engagement As communicating with the stakeholders was vital for the success of the project, I used a theory of effective communication to ensure this. While there will be different levels of interest and inﬂuence everyone has a role to play. To help with this, I used the HELPER theory. HELPER– HEAR each member’s contribution.– ELABORATE with additional positive examples.– LOOK at all members’ ideas for improvement.– PROMOTE additional suggestions for improvement.– EMPOWER the team – Don’t dictate.– RECOGNISE overall positive behaviours, results and contribution.Risk registerRisk IDDate IdentiﬁedCategory Risk The risk is caused byEffects of riskMitigation action in placeImpact levelStart DateEnd DateResults of mitigation actionFinal impact level110/10/21Health & Safety RiskCOVID-19 stafﬁng issues.The ongoing pandemic.Lack of staff to meet deadlines.Good communication, clear deadlines. To train more staff to cover for the unavoidable staff absences caused by COVID-19. Use a shift structure at work to ensure not all team members are in contact meaning back up will always be available.Medium10/10/21 10/11/21Project objctives made clear, meetings ensured everyone was on same page.Low210/10/21Financial RiskNot entering data on time.Software not working/ user error.Home Ofﬁce returns being lateRunning manual Excel spreadsheet to ensure numbers are up to date. IT implemented BETA testing environments. Training taken by all users and access to troubleshooting database or helplines.High11/11/21 30/01/22Animal use numbers were kept up to date by manual input.Medium322/11/21Financial RiskIT issues leading to having two annual payments for two software applications.IT failures such as deadline issues or servers crashing.Huge ﬁnancial cost.To ensure the old system was no longer used animal use numbers were kept up to date by manual imput. High10/10/21 20/01/22Ensured we had back up so old software would not be needed for returns.Medium410/10/21Quality / Performance RiskMiscommunication(ensure meetings and emails are sent out throughout the project keeping stakeholders in the loop).Lack of calls, emails meetings.Delays due to inactivilty. Deadlines missed.Weekly meetings scheduled via teams at start.Medium10/10/21 30/01/22People kept up to date, issues brought up in timely manner. Issues resolved at root faster.Low

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203August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareTick@lab Project – Project PlanningBudgetEthics committee approval.I needed to go to our institutional Animal Welfare and Ethics Review Board (AWERB) for approval, as this project was vital for Home Office returns and training. This could be fast tracked through AWWERB approval and a special meeting wasbe arranged for sign off of this. As a system already exists this should be approved What are my top 5 highest operatingexpenses? EXPENSE AMOUNT% OF EXPENSES15% REDUCTIONSupplies4,500.0017.9%675.00Data transfer 4,500.0017.9%675.00Taxes3,200.0012.7%480.00Training inhouse 2,500.0010.0%375.00Interest2,200.008.8%330.00Total16,900.0067.3%2,535.00010,00020,00030,00040,00050,00060,00070,000ESTIMATED ACTUALBUDGET OVERVIEWIncomeResourcing people’s time needed to be closely managed but should be possible if there are regular meetings and things were continuously monitored and constant feedback given throughout the project. Stakeholders invited to these meeting will be:IT inhouse– Hight interest.– Important role implementing new system.– Implement server and secure data.IT vendor – High inﬂ uence and interest.– Want to ensure smooth installation on software.– Provide training to master users and users.Establishment license holder– High inﬂ uence and interest. – Key player must be involved throughout process. Researchers – Interest will be higher once system is live.– Must be updated routinely as change will affect them.Progress reports were given throughout the project via TEAMS or in person depending on the ongoing COVID-19 situation. We were able to update everyone on progress but also give essential feedback. This feedback was both negative and positive to ensure the project objectives were met. Email updates, phone calls and training sessions either in person or inhouse were required to execute to plan. MONTHLY BUDGET DateBUDGET TOTALS ESTIMATED ACTUAL DIFFERENCEIncome 63,300.00 57,450.00 -5,850.00Expenses 32,100.00 25,100.00 7,000.00Balance (Income minus Expenses)31,200.00 32,350.00 1,150.00EXPENSE AMOUNT % OF EXPENSES 15% REDUCTIONSupplies 4,500.00 17.9% 675.00Data transfer 4,500.00 17.9% 675.00Taxes 3,200.00 12.7% 480.00Training inhouse 2,500.00 10.0% 375.00Interest 2,200.00 8.8% 330.00Total 16,900.00 67.3% 2,535.00What are my top 5 highest operating expenses?Budget OverviewIncomeExpensesEthics committee approval.I needed to go to our institutional Animal Welfare and Ethics Review Board (AWERB) for approval, as this project was vital for Home Office returns and training. This could be fast tracked through AWWERB approval and a special meeting wasbe arranged for sign off of this. As a system already exists this should be approved What are my top 5 highest operatingexpenses? EXPENSE AMOUNT% OF EXPENSES15% REDUCTIONSupplies4,500.0017.9%675.00Data transfer 4,500.0017.9%675.00Taxes3,200.0012.7%480.00Training inhouse 2,500.0010.0%375.00Interest2,200.008.8%330.00Total16,900.0067.3%2,535.00010,00020,00030,00040,00050,00060,00070,000ESTIMATED ACTUALBUDGET OVERVIEWIncomeEthics committee approval.I needed to go to our institutional Animal Welfare and Ethics Review Board (AWERB) for approval, as this project was vital for Home Office returns and training. This could be fast tracked through AWWERB approval and a special meeting wasbe arranged for sign off of this. As a system already exists this should be approved What are my top 5 highest operatingexpenses? EXPENSE AMOUNT% OF EXPENSES15% REDUCTIONSupplies4,500.0017.9%675.00Data transfer 4,500.0017.9%675.00Taxes3,200.0012.7%480.00Training inhouse 2,500.0010.0%375.00Interest2,200.008.8%330.00Total16,900.0067.3%2,535.00010,00020,00030,00040,00050,00060,00070,000ESTIMATED ACTUALBUDGET OVERVIEWIncome

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204Animal Technology and Welfare August 2020Ethics committee approvalI needed to go to our institutional Animal Welfare and Ethics Review Board (AWERB) for approval, as this project was vital for Home Ofﬁce returns and training. This could be fast tracked through AWERB approval and a special meeting was arranged for sign off of this. As a system already exists this should be approved without issue. I presented the uses of the software with its beneﬁts and explained that it would help generate important reports and assist with end of year returns. Implementation and EvaluationImplementationDelivery methodology I found a user-friendly software package after ﬁrst having had three different companies come in and present their software. My team and I then picked the one we though suited our needs the most. This was a-tune’s tick@lab. This software contained 3 key parts that met my project objectives. Easy to use, training and competency section and also creates software reports to help with Home Ofﬁce returns.This milestone was achieved on time and was quite straightforward and the budget was also agreed upon ahead of our deadline. I did run into some delays throughout the project. There were some issues with IT in this project. Our IT team are based in Belgium and they were very meeting driven. There were delays in parts of the software builds being made and we had to wait, sometimes a few days, for responses to emails and calls. Due to COVID-19 and other sicknesses there were delays in training. I contracted COVID-19 and my absence delayed one of the main training sessions leading to it having to be rearranged. Meetings were scheduled very late UK time and as my working day begins at 6am with 1 hour’s time difference between the UK and Belgium, it was sometimes hard to agree on times. They also have different Public Holidays from those in the UK which caused some issues.However we did have some good communications between key stakeholders and this improved throughout the project. Training was also good and we had online training for major users and ‘in person’ training for the rest of the users which went well. Results I delivered a new animal returns system with training and competency sections. All details were entered into the system to ensure the data on the system was tailored to our needs. This new software enabled me to have all data relating to animal numbers and training records in one place. This helps us to complete the returns required under ASPA to the Home Ofﬁce at the end of the year as required. I can also show people’s training records with ease if I need to create reports or show records for any audits that are required. I have been able to train users and show them how to use the system. I used the training I got as a major user and my experience with entering all of the master data onto the system. This enabled me to gain a good understanding of the system at an early stage. Our training records and animal numbers for this year have also been entered which means the project has exceeded expectations. Stakeholder engagement Information technology There were some issues with communication and IT, who were very process driven and this resulted in many additonal meetings. I ended up having to mention this as we were having lots of meetings but sometimes no actions were taken by IT resulting in yet more meetings. I found I did have to push IT in Belgium via email to move on with parts of the project. Establishment licence holder There was very good engagement with the ELH throughout the project. I was able to use her inﬂuence to move things forward as sometimes my lower position in the hierarchy meant I was sometimes overlooked. I used my connection with the ELH to progress things when I felt progress was being delayed for no reason. Project licence holdersI had no real issues with PPL holders, they were involved mostly in the training sessions. I had the full support of the PPLs as once the system was in place their lives would be easier. Budget management The budget for the project was well deﬁned from the beginning, as we were purchasing a package deal for the system it meant that once everything was agreed, it Tick@lab Project – Project Planning

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205August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareTick@lab Project – Project PlanningUpdated Risk registerwas easy to stick to the budget. I found that what was more of an issue was people’s time and allowing for me to be away from my regular duties for longer periods of time than initially thought. This adds a lot of money to the budget if you take into account people’s salaries and absence from their day-to-day responsibilities. I was able to use the establishment licence holder to help me ensure the budget was kept to the initial amount. EvaluationMethodology analysisI wanted to ensure this project was delivered on time and was successful but there were areas that could have run slightly more smoothly than they did. I could not account for illness and COVID-19 was issue Risk IDDate IdentiﬁedCategory Risk The risk is caused byEffects of riskMitigation action in placeImpact levelStart DateEnd DateResults of mitigation actionFinal impact level110/10/21Health & Safety RiskCOVID-19 stafﬁng issues.The ongoing pandemic.Lack of staff to meet deadlines.Good communication, clear deadlines. To train more staff to cover for the unavoidable staff absences caused by COVID-19. Use a shift structure at work to ensure not all team members are in contact meaning back up will always be available.Medium10/10/21 10/11/21Project objctives made clear, meetings ensured everyone was on same page.Low210/10/21Financial RiskNot entering data on time.Software not working/ user error.Home Ofﬁce returns being lateRunning manual Excel spreadsheet to ensure numbers are up to date. IT implemented BETA testing environments. Training taken by all users and access to troubleshooting database or helplines.High11/11/21 30/01/22Animal use numbers were kept up to date by manual input.Medium322/11/21Financial RiskIT issues leading to having two annual payments for two software applications.IT failures such as deadline issues or servers crashing.Huge ﬁnancial cost.To ensure the old system was no longer used animal use numbers were kept up to date by manual imput. High10/10/21 20/01/22Ensured we had back up so old software would not be needed for returns.Medium410/10/21Quality / Performance RiskMiscommunication(ensure meetings and emails are sent out throughout the project keeping stakeholders in the loop).Lack of calls, emails meetings.Delays due to inactivilty. Deadlines missed.Weekly meetings scheduled via teams at start.Medium10/10/21 30/01/22People kept up to date, issues brought up in timely manner. Issues resolved at root faster.Low

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206Animal Technology and Welfare August 2020throughout the project. Just ensuring that there was enough cover and arming people with enough of the correct information was vital. I ensured that meetings were set at appropriate times and that everyone was clear on what was expected of them in the project. When it comes to training sessions, I feel that people work a lot better face to face than in online sessions. It was difﬁ cult to maintain interest for extended periods of online training. Sessions were a lot better when face to face. I had to do a lot of the master data and major user training online and people found it very tough retaining the information. The in-person training sessions we had for users was much better as people seemed engaged and remembered a lot more of what they had been shown. I used the results of the questionnaires to help better understand what worked from other people perspectives throughout the process. Stakeholder feedbackI sent some questionnaires to the stakeholders andwhile at the time of writing I am still waiting for responses,the questions asked were: Establishment licence holder – How did I communicate? – Did I engage people?– Would you change anything?– What went well with the project?– What went not so well?– What would we change for the next project?Information Technology (IT) – Were my routes of communication sufﬁ cient (emails, calls, meetings)? – How did I communicate? – Did I respond to questions in a timely manner?– Would you change anything?– What went well with the project?– What went not so well?– What would we change for the next project?– Do you think we had too many meetings? Personal Licence Users – Was training sufﬁ cient? – Were you involved enough in the process? – Would you change anything for future projects? – What went well? – What did not go well? Budget analysisWHAT ARE MY TOP 5 HIGHEST OPERATING EXPENSES?EXPENSEAMOUNT% OF EXPENSES15% REDUCTIONSupplies4,500.0017.9%675.00Data transfer 4,500.0017.9%675.00Taxes3,200.0012.7%480.00Training inhouse 2,500.0010.0%375.00Interest2,200.008.8%330.00Total16,900.0067.3%2,535.00Company MONTHLY BUDGETOPERATING EXPENSESESTIMATEDACTUALDIFFERENCETraining inhouse 3,000.002,500.00500.00010,00020,00030,00040,00050,00060,00070,000ESTIMATED ACTUALBUDGET OVERVIEWIncome ExpensesCOMPANYMONTHLY BUDGET Date: 01/02/22BUDGET TOTALS ESTIMATED ACTUAL DIFFERENCEIncome 63,300.00 57,450.00 -5,850.00Expenses 32,100.00 25,100.00 7,000.00Balance (Income minus Expenses)31,200.00 32,350.00 1,150.00Budget OverviewIncomeExpensesEthics committee approval.I needed to go to our institutional Animal Welfare and Ethics Review Board (AWERB) for approval, as this project was vital for Home Office returns and training. This could be fast tracked through AWWERB approval and a special meeting wasbe arranged for sign off of this. As a system already exists this should be approved What are my top 5 highest operatingexpenses? EXPENSE AMOUNT% OF EXPENSES15% REDUCTIONSupplies4,500.0017.9%675.00Data transfer 4,500.0017.9%675.00Taxes3,200.0012.7%480.00Training inhouse 2,500.0010.0%375.00Interest2,200.008.8%330.00Total16,900.0067.3%2,535.00010,00020,00030,00040,00050,00060,00070,000ESTIMATED ACTUALBUDGET OVERVIEWIncomeEthics committee approval.I needed to go to our institutional Animal Welfare and Ethics Review Board (AWERB) for approval, as this project was vital for Home Office returns and training. This could be fast tracked through AWWERB approval and a special meeting wasbe arranged for sign off of this. As a system already exists this should be approved What are my top 5 highest operatingexpenses? EXPENSE AMOUNT% OF EXPENSES15% REDUCTIONSupplies4,500.0017.9%675.00Data transfer 4,500.0017.9%675.00Taxes3,200.0012.7%480.00Training inhouse 2,500.0010.0%375.00Interest2,200.008.8%330.00Total16,900.0067.3%2,535.00010,00020,00030,00040,00050,00060,00070,000ESTIMATED ACTUALBUDGET OVERVIEWIncomeTick@lab Project – Project Planning

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207August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareTick@lab Project – Project PlanningEXPENSE AMOUNT % OF EXPENSES 15% REDUCTIONSupplies 4,500.00 17.9% 675.00Data transfer 4,500.00 17.9% 675.00Taxes 3,200.00 12.7% 480.00Training in-house 2,500.00 10.0% 375.00Interest 2,200.00 8.8% 330.00Total 16,900.00 67.3% 2,535.00What were my top 5 highest operating expenses?COMPANYMONTHLY BUDGET Date: 01/02/22OPERATING EXPENSES ESTIMATED ACTUAL DIFFERENCETraining in-house 3,000.00 2,500.00 500.00Input time (time away from regular duty)4,000.00 2,000.00 2,000.00Travel 500.00 500.00 0.00Training online 1,000.00 750.00 250.00Data transfer 4,100.00 4,500.00 -400.00Other 1,000.00 750.00 250.00Balance (Income minus Expenses) 13,600.00 11,000.00 2,600.00Reﬂection To help me evaluate lessons learnt from this project I used a tool called the trafﬁc light technique.Trafﬁc Light TechniqueRED What should we stop doing?I think too many meetings were an issue in this project and that this made me take unnecessary time away from my day-to-day duties and added extra stress and tension to my job. AMBER What do we need to consider continuing with or perhaps stopping?Meetings are however important; it would be good to deﬁne why the meeting is happening in the ﬁrst place? Ask why the meeting is happening and how productive the meeting will be depending on where we are in the project. Project updates are important but can be relayed via email update rather than always hour-long sessions so using different methods for the updates to ensure less time is wasted.GREEN What did we do well and should be imparted to others?Working as a team is of vital importance in a project and in this project, I used people who I found helpful and understood as the project moved on who would and would not help me achieve the projects goals. I did fall into a few project management pitfalls. Over-dependency on one personI took on a lot initially alone and really should have used other key stakeholders more in the beginning.Poorly deﬁned rolesWhile I would not say the roles were poorly deﬁned in this project some people tried to take the lead when it was not their place to do so and I should have been more proactive in establishing who was needed and when.

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208Animal Technology and Welfare August 2020Personal experience Get to know people involved in the projectIt is important to know the team you will use and their strengths and weaknesses including your own. I am not always good at leading discussions and I used my Establishment Licence Holder sometimes to take the lead at certain moments through the project. Learn to read peopleIn the initial planning of the project make sure you meet all of the stakeholders and try and gauge their stance or personality in the project. Less inﬂuence does not mean less help!!Just because someone is maybe towards the bottom of the inﬂuence chart does not mean they cannot be as useful to you in your project. You cannot do it all alone! Teamwork is vital when approaching a project and I feel this cannot be emphasised enough! I found being responsible for the project quite stressful but also very rewarding. It was something I had not previously undertaken and I think that I would have a lot more conﬁdence in my abilities going into another project. The management tools used were helpful in structuring the plan for the project. I realised the people you involve and how you interact with them is very important. Gantt charts I found very useful as they provide a visual background on time frames and constraints. References1 PESTEL – Picture sourced from bbc.co.uk.Tick@lab Project – Project Planning

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209August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareDecember 2022 Animal Technology and WelfareAbstract This project describes a hypothetical proposal for the establishment and stafﬁng of a new animal facility. The Fenland Cluster and the Cancer Trust are the products of the author’s invention. The proposal deals with the difﬁculties of transferring animal care staff who are exhibiting problems of poor attendance, low morale etc into a new facility. It also proposes methods of instilling an improved Culture of Care for both animals and personnel. The roles, in particular those of the Establishment Licence Holder and Named Persons and the legislative requirements given, are those required under the current Animals (Scientiﬁc Procedures) Act 1986 (ASPA). The project describes management strategies, budgeting and roles of individuals within the hierarchy.Keywords: Culture of Care, management, recruitment, trainingIntroduction The European Cancer Trust (ECT) is a new facility built to utilise the most innovative and ground-breaking technologies in Cancer research. It will be centred within the Fenland Cluster in the UK; a hub of likeminded scientiﬁc facilities, all studying a wide-ranging variety of research disciplines, making it Europe’s largest concentration of technological facilities.1 We must ensure that we instil an overarching theme of respect and integrity for our staff and also the animals we accommodate. This is known as a Culture of Care; a foundational philosophy which entails respect and care for our animals being paramount to our work and a structure which aids our staff to perform to the highest of their capabilities. This report will allow us to conduct a thorough analysis of our current stafﬁng situation, evaluate the stafﬁng needs of the ECT, while settling on some recommendations to instil this Culture of Care and ensure a positive working environment. Establishment structure The structure I used for the ECT’s rodent unit was a hierarchical system with a clear chain of command and inﬂuence of responsibility ﬁltering down from Senior Management to the most junior technicians. Within this structure, I considered the senior management group to include the Establishment Licence Holder (ELH), the Facility Manager (FM) and the Named Persons as speciﬁed in the Animals (Scientiﬁc Procedures ) Act 1986 (ASPA). They carry the liability for the legal requirements speciﬁed under ASPA for the operation of any UK animal facility; ensuring all work stays within the boundaries of the licences issued under ASPA and ensuring that the desired Culture of Care is disseminated throughout the establishment. The potential issue regarding this structure is a communication breakdown between senior management and the rest of the staff which can lead to disharmony and a feeling of ‘Them and Us’. As such, the Senior Animal Technologists and Named Animal Care and Welfare Ofﬁcers (NACWO) become incredibly important within this structure to help to mitigate these issues.I suggested that NACWOs were chosen from within the pool of experienced Senior Animal Technologists. They are partially responsible for guidance of those staff lower in the hierarchy than themselves and play an important role as mentors; encapsulating and Proposal for a European Cancer Trust project LOUIS KITCHENHAM Sainsbury Wellcome Centre, 25 Howland Street, London W1T 4JGCorrespondence: louis.kitchenham@kcl.ac.ukBased on a IAT Education programme Level 6 project

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210Animal Technology and Welfare August 2020Figure 1. European Cancer Trust (ECT) Hierarchy4 our current staffing situation, evaluate the staffing needs of the ECT, while settling on some recommendations to instil this Culture of Care and ensure a positive working environment. Establishment structure Figure 1. ECT Hierarchy Establishment Licence Holder – Responsible for the facility and the animal work which is undertaken. Answerable to the Home Ofﬁce in matters of legality and is responsible for ensuring the facility has processes which abide by the governmental legislation.Facility Manager – Responsible for the day-to-day operations of the animal unit, including budget control, implementation of policy, stafﬁng and appointments while promoting and maintaining a Culture of Care. Home Ofﬁce Liaison Contact (HOLC) – Administrative management position to act as the central point of communication with the Home Ofﬁce and facilitate the smooth running of the licensing system. Named Veterinary Surgeon (NVS) – Designated veterinarian with expertise in relevant experimental animal medicine, charged with advisory duties in relation to the wellbeing and treatment of the animals.3Named Training and Competency Ofﬁcer (NTCO) – Responsible for ensuring that staff are adequately educated and continuously trained and that they are supervised until they have demonstrated competency.3Named Information Ofﬁcer (NIO) – Responsible for ensuring that staff dealing with animals have access to information speciﬁc to the species housed in the establishment.3Named Animal Care and Welfare Ofﬁcer (NACWO) – Responsible for overseeing the welfare and care of the animals in the establishment.3Senior Animal Technologist – Responsible for further roles within the facility such as; interacting with researchers, line-managing other Animal Technologists and ensuring daily routines are undertaken to the required standards.4Animal Technologist – Responsible for working closely with the researchers to support the day to day planning of research project tasks and performing regulated procedures.4 Animal Technician – Familiar with the care, welfare and day to day husbandry of the laboratory animal species within their facility. They will have experience with the day-to-day routines involved in experimental or breeding facilities.4 Support/Cage Wash Technician – Specialised role with main focus on that of working in the cage wash. May be called upon in necessary situations to support the animal care staff.4Figure 2. Hierarchy duties of role.Proposal for a European Cancer Trust Project

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211August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareProposal for a European Cancer Trust Projectembodying the Culture of Care ﬁltered down from senior management. They are the eyes and ears of those in senior management, ensuring that all work is carried out effectively and to a high standard and reporting any issues or problems that need solving. Working with the Named Training and Competency Ofﬁcer (NTCO), they would also participate in the training of new and junior members in all aspects of animal work. The last three tiers of the hierarchy chart are more directly focussed on the day-to-day animal care. This group must be given ample and achievable opportunities for progression up the ECT hierarchy, alongside adequate training. This will help to encourage a desire to advance through hard work, as they see opportunities for promotion, in itself a valuable motivational tool. Mentoring is important here and the Animal Technologists must take the lead for the Animal Technicians; helping, guiding and offering advice and experience. Focussing on the internal recruitment process ﬁrst, I suggested that we had a departmental communication programme, working in conjunction with the Human Resources (HR) department, which outlined all of the new positions, initially concentrating on the lower echelons of the structure. Clear job descriptions must be given, including roles and responsibilities with the intention of asking all existing staff members whether they would be comfortable accepting this new position. If in agreement, the transfer could be made. Short interviews would be conducted for all prospective employees to be transferred, to ascertain whether they are both willing, and suitable, to move over to the new facility. Alongside this, we must have in place an opportunity for these existing staff members to have access to the descriptions of the more senior positions with the intention that they should be given the opportunity to make an application. These applications could then be factored in to any external recruitment campaign for these positions, and so they could be interviewed for the post. Following this, we also analysed some of the existing problems with the current stafﬁng structure. There has been a high level of staff sickness; according to HR statistics, with an average of 14 days and we need to ensure this was at least halved in the new facility. In doing so, this had signiﬁcant implications for future recruitment needs. Reducing the amount of sick leave taken will reduce the amount of staff needed to cover the shortfall in stafﬁng, improving both attendance rates and signiﬁcantly lowering our budget. Coupled with this, we will also be able to analyse employees who are displaying a higher number of sick days, using this as an opportunity to question why this is happening and if necessary, take measures to ensure these habits, and indeed these people, do not move over to the new ECT site. Furthermore, there is also a widely held view that the current staff are not participating or showing interest in training opportunities offered to them, which had resulted in a stagnation of many of the staff. Once more, the move over to the new facility will give us an opportunity to evaluate which staff have the potential of translating their negativity and poor working culture into the new building. Diligence in our questioning during the interview process was essential to ensure that it is made clear that training opportunities are crucial to this new facility. Continuing Professional Development (CPD) is a necessity for all staff and this culture where stagnation is accepted could not be allowed to continue if we want to be successful with our new project. Stafﬁng numbers, roles and organisational structure Considering the organogram, I felt this structure would give us a solid platform to build on in respect to our animal work and guarantee that we had the necessary Culture of Care at the ECT. We rely on a sense of leadership and experience from those in the senior positions to ﬁlter down to the more junior staff, to ensure all are aware of their legal and ethical responsibilities. A close working relationship was needed and encouraged between all levels of staff, to achieve a harmonious and reciprocal workplace whereby employees can rely on each other. This is one of the reasons why mentoring and guidance is so important. As seen in a study conducted by the University of East London, mentoring can indeed ‘be a meaningful experience, enhancing work-related fulﬁlment’ and that becoming a mentor ‘might be one effective way of experiencing meaning at work’ (Lomas, 2015).5 A theoretical model of motivation was developed through this study; a combination of Self-Determination and Self-Reﬂection, with Self-Determination being a well-established motivational theory, developed in 1985 by psychologists Edward Deci and Richard Ryan.6 The main challenge for this structure would be a ‘disconnect’ between senior management and the junior staff. This potential pitfall only serves to highlight the importance of these mentoring programmes as a tool for instilling the Culture of Care, alongside providing motivation. I suggested that this mentoring system and the inherent training which came with it, was our best weapon to combat these issues. When considering the current stafﬁng situation, it was considered prudent to evaluate ﬁrstly which positions and roles could be ﬁlled through an internal process, whether this be moving staff over indirectly translatable roles from the existing facility or offering the opportunity for progression into a higher position. Once this had been established, external recruitment processes could be then enacted to ﬁll any gaps in the stafﬁng structure or where the existing staff were unsuitable for the role.

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212Animal Technology and Welfare August 2020There was a notable distinction between external and internal recruitment; the internal recruitment would be simpler, as we have established technicians who would fulﬁl the same roles within the new facility. As such, it would be an easy process to transfer their positions over if they are deemed suitable. In terms of an approximated timescale, this process can be completed within 7-9 weeks. The external process is both more complicated, and more time-consuming; a typical recruitment drive for these external applications can take 12-15 weeks before a new starter begins the role. However, this will allow us to be more speciﬁc with our choices and can tailor our recruitment drive to the positions we knew needed more attention. Considering this, I anticipated that this external drive would focus on the more senior roles with our attention then turning to the more junior positions in instances where the existing staff were unsuitable or unavailable. The estimated cage numbers for the new facility were 9,000 cages with a typical workload of 500 cages per technician. A simple equation would mean that we will need to employ or transfer from the existing facility, a minimum of 18 technicians to cover the basic animal work. At the existing facility, we had 15 technicians employed, meaning we would need to recruit externally at least 3 new technicians, regardless of whether some of the existing members did not want to move into one of the more senior roles, or some being not being suitable to being transferred. Figure 3. Programme for Internal recruitment.Proposal for a European Cancer Trust ProjectINTERNAL RECRUITMENT PLAN TIMESCALESPreparationAnalyse current stafﬁng levels and ascertain how many staff are needed in the new facility. Assess any potential employees who are not meeting standards and may not be suitable for the new facility. Create recruitment pack for each position. Create detailed job descriptions for new positions and roles.One weekJob detailsEnsure all current staff have access to job descriptions – internal website or noticeboards – ensure this is compulsory. Draw up an ‘ideal candidate’ and what we want from the employee. Write advertising outreach plan and agree any budget for activity with HR. Discuss with HR department for salaries and other relevant aspects.One weekAdvertisingPost advertisements within the framework of the ECT workplace and ensure all are aware of them – compulsory. All staff must receive an email directing them to these jobs – all staff must ﬁll out an ‘Expression of interest’ form. Advertise in staff-wide email chains and relevant newsletters. Give timescales and deadlines for responses to the advertisements. Offer the chance to apply for high positions or promotion. Highlight the beneﬁts of moving to the new ECT.Two weeksAnalysis and ShortlistingAssess and evaluate all prospective employees based on suitability to create shortlist – can then organise interviews. All employees applying to move over must be interviewed to ensure they are suitable and one of those who we want at the new ECT facility. One weekInterviews and SelectionInterviews conducted over a three week period. Senior Management to discuss and analyse all applicants against set criteria related to their past performance, likely future performance, any sickness records or disciplinary issues and willingness to progress and take up training and CPD opportunities. A shortlist of those to be immediately moved over was created.Three weeksOutcomesSuccessful candidates offered the position, whether this be a promotion or directly translatable position. Those with issues are reminded of their responsibilities and given the chance to reapply if they wish under the guidance that they follow the qualities and responsibilities for the new facility. One weekInductionArrange initial meeting with Senior Managers and an induction to the new facility can take place. Guided tours and opportunity to also answer any questions offered.2-3 days

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213August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareProposal for a European Cancer Trust ProjectFigure 4. Programme for external recruitment.Training and Staff Development It was essential that implementation of the Culture of Care must begin from the induction stage and training and development of staff must continue for as long as anyone was employed by our facility. A qualiﬁed NTCO must be appointed or recruited to ensure all Personal Licence Holders (PILs) and relevant staff were trained appropriately and that we were fulﬁlling our legal requirements under ASPA in regard to competency. CPD is important, and opportunities must be given for progression and learning attainment. A training and competency network is essential and will give structure to our training and allow us to track the competencies of our staff, and ensuring that everyone is up to date with their records and also that we are fully aware of the procedures each member is competent in. EXTERNAL RECRUITMENT PLAN TIMESCALESPreparationAnalyse current stafﬁng levels following the internal hiring process – ascertain which positions are still needed to be ﬁlled.With management team – evaluate the organogram and begin to piece together where these new staff will ﬁt in the structure of the team. Create recruitment pack for each position – more detail than the basic packs created for existing positions. Create detailed job descriptions for new positions and roles – more detail than the basic roles which were needed to transfer existing staff.Two weeksJob detailsDiscuss with HR department to create job roles and descriptions which will allow for the ‘best in class’ to be appointed. Structure the job details so that all aspects of management qualities and senior level experience are included for these higher positions.Personality, characteristics and experience are most important.Analyse any promotional applicants (existing staff) in the same manner as external – do they ﬁt the criteria we need?Draw up a job description and the ‘perfect candidate’ for each role which can then be used as a yardstick to help measure applicants.Two weeksAdvertisingLiaise with HR department to discuss potential routes for advertising in industry magazines. Industry recruitment companies may be useful, but are more focussed on lower tier roles. Headhunting from existing companies and employee’s in current positions may also be an option. Offering the chance to work at an existing new facility may be a draw for the best people.The key positions to be recruited for are Senior NACWOs, NIO, NTCO and a new Facility Manager. Due to this, we will need to be specialised and focussed in our advertising. Working again with HR, we must ensure our salaries are as high as possible to entice staff who may already be in position, or have to relocate to the ECT. Emphasise the best aspects of working for us, with staff beneﬁts and opportunities maximised.Four weeksAnalysis and ShortlistingAssess and evaluate all prospective employees based on suitability to create shortlist – can then organise interviews. All employees applying for potential promotion must be interviewed to ensure they are suitable and candidates who we wanted at the new ECT facility and are as capable and enticing as external applicants.Two weeksInterviews and SelectionInterviews conducted over a three week period. Senior Management to discuss and analyse all applicants against set criteria, ‘perfect candidate model’, past experience, likely future performance, any sickness records or disciplinary issues and willingness to progress and take on the responsibility needed for these higher positions. Can they handle the pressure, and fulﬁll what is necessary to establish the Culture of Care and environment we are striving for?Three weeksOutcomesA shortlist of those we feel are the best candidates, following interview, can then be drawn up. Along with Establishment License Holder and Senior Management consensus can be agreed as to who to hire or promote from original ECT facility. Successful candidates offered positions, whether this be a promotion or external hiring process. May need to wait for notice periods, delaying process of induction.Two – Six weeks (notice dependent)InductionStaff given reasonable start date and induction is completed by Senior Management for the ECT.One week

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214Animal Technology and Welfare August 2020When entering the animal facility, a new staff member must be given training in the general handling of the animals and how to meet what is legally and ethically required of them. The mandatory probationary period of 6 months can be interspersed with regular monthly meetings with line managers and mentors to ensure progress is being made with training and any gaps in their knowledge can be focussed on for the next month to ensure a well-rounded technician. The organogram can help us to organise the various subjects for training and development which will be needed for all levels. For example; the junior levels will need more training on the day-to-day tasks which is required in their work to provide the animals with necessary standard of care. The technologists above them will have mastered these tasks and will be looking to expand their knowledge further and training should be tailored for this progression the Institute of Animal Technology (IAT) HE modules, Royal Veterinary College (RVC) Accredited Assessors Course or the NACWO training course, all being good examples. Moving further up, the senior management teams may need further training in the management of people and staff; a totally new set of skills which they may need to hone. I would suggest investment in some specialist courses related to the personnel management for new managers, as we may be promoting currently inexperienced staff into senior positions; this could include conﬂict resolution programmes or dealing with unruly employees. Most importantly, I would argue that we needed to direct our focus on one of the main problems which have manifested in our facility; negative attitudes toward training and development. HR have provided us with some worrying statistics which indicate that under 20% of our animal technical staff have applied for training in new techniques since last year, and that our online CPD records are either totally or partially unfulﬁlled. This is unacceptable and must not continue. However it would be better to ﬁnd a way to encourage staff into accepting new training opportunities, as opposed to forcing them. If there is already resistance to these developments, that may not be helped by enforcing new rules. When analysing this, I researched a theory and strategy, to enable change in a more sensitive fashion which may be useful to employ; The Nudge Theory. Developed by economists Thaler and Sunstein in 2008,5 this is not directly a Change model but a theory which “…encourages indirect techniques to inﬂuence the behaviour instead of giving direct instructions”, with small suggestions, inﬂuential ideas and encouragement nudging people towards change in a more effective manner than traditional means (Tahir, 2020).7 We could attempt to employ subtler ways to navigate ‘Change’ and encouraging our staff to take on new training opportunities; offering progression with the completion of training, positive reinforcement or a bonus when each section of CPD has been ﬁlled out, removing any bureaucratic obstacles in the way of completing an online form or freeing space within their rota and work day to coincide with a particular course which would be useful for their development. These are small, practical examples of methods we could employ in order to reverse this trend of not participating in training and ensure that our staff are as trained and developed as we can afford within our constraints, with this in turn having a positive effect on our workforce. Implementation of systems to establish positive cultural changeTo establish positive cultural change, we must provide detailed and all-encompassing guidelines regarding standards at work and what is expected. The ﬁrst method which can help to do this is through the creation of Standard Operating Procedures (SOPs), ensuring there are clear working guidelines for all staff, giving direction and focus on what is needed. These policy documents provide security for the management team; well written SOPs ensure that management have a contact point in instances whereby these standards are not being met. Alongside this, staff also have a document which they can refer to in times of uncertainty and use for guidance, helping to minimise any mistakes or missteps which may be taken. A user’s guide was also compiled. We must ensure we alter our general policies to establish positive change. Alongside SOPs, clear rules and regulations for day-to-day working practices are essential for staff. These can be wide ranging; start and break times, an estimation as to how long each task will take, sick leave and absences, animal room weekly tasks, what must be completed and minimum standards for the condition in which to leave an animal room. A morning meeting of the animal staff, to discuss that day’s work, is advantageous and will help to provide good planning and structure for employees. Furthermore, weekly work schedules and rotas, whereby work is allocated to staff on a day-to-day basis, are paramount in ensuring no work is forgotten; a key component given the legalities related to Home Ofﬁce requirements for checking animals, etc. Alongside this, the minimum standards in relation to Animal Welfare must also be stated from the inception of the unit. This speciﬁc section needs to be led by the senior animal technical staff, most particularly the Named Veterinary Surgeon (NVS) and the designated NACWOs. These staff are responsible, along with the PIL holder, for the welfare of the animals and, it is from these people that we must take guidance and leadership. A short summary, during the induction process for new staff of the Home Ofﬁce regulations and the steps needed to ensure good welfare, would be a sensible starting point. Furthermore, to guarantee this translates into Proposal for a European Cancer Trust Project

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215August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareProposal for a European Cancer Trust Projectreal-life action these will require to be continuously monitored and promoted to establish the positive culture changes that we need. This showed the importance of timescales to our project, and that this will be a gradual process. We cannot expect to see signs of true change within the ﬁrst few weeks but we may be able to monitor changes in attitudes which will be indicative of change taking effect. It might be prudent to take a stock of how many unauthorised leaves of absences are taken within the ﬁrst month, as an example. Or if any of the staff have signed up for new training opportunities or are showing interest in new roles. It could also be useful to analyse the frequency of mistakes or disciplinary actions which are noted and evaluate whether these trends are changing. It is difﬁcult to put a true time-point on each but I thought an evaluation after the ﬁrst and third month of the new ECT facility would be a sensible option to consider. Change can be a very disconcerting thing for many people and this is especially prevalent in the workplace. Employees and staff are at their most productive when they are sure of their roles and responsibilities and feel they can execute their tasks effectively. With an upheaval such as the movement to the new facility, it can cause stress and anxiety for for those who are still unsure as to how they will adapt to the new environment and the changes which will inevitably come. Change consultant William Bridges developed a theory on ‘Change’ coined as the Transition Model;7 one which was developed to help guide people through large changes in their work environment. His theory can be surmised that ‘Change’, in and of itself, is inherently stressful for people, as there is a sense of powerlessness for the recipient; change is something that happens to you, whether you want it to or not. (Bridges, 1991).7 Analysing this small detail itself, it could be applicable to the ECT; our staff have not chosen to move to a new facility, they are being told they must move and the decision is being taken out of their hands. It may be useful then to encourage the staff to view it differently, which is the basis of the theory. Viewing the ‘change’ instead as ‘transition’ will allow the staff to process the change in their minds and travel through the three stages Bridge’s identiﬁed; losing and letting go of the old, moving to a neutral point of view and a feeling of scepticism for what is to come but without the sadness and loss, into a new beginning, seeing opportunities and a renewed commitment to the cause. (Tools, 2020).8 The management team must help to guide staff through these stages, speciﬁcally the ﬁrst and second whereby a drop in productivity can be expected alongside feelings of resentment. These must be monitored to ensure they do not affect both the welfare of the staff and the reputation of working practices of the ECT. Through support and guidance through this change, we can help to bring our staff into stage three; excited about what the ECT has to offer, with a sense of vigour, a willingness to improve and an openness to learning. Identiﬁcation of and implementation of methods of rewarding and acknowledging positive behaviours, addressing less positive behaviours and improving attendance ratesThere had been a palpable sense of disengagement with the existing facility over the last few years. This is demonstrable with some of the factors and issues we have already identiﬁed. We, as the senior team, must ﬁnd methods we can utilise to re-establish the ethical and legal responsibilities of the work and re-emphasise its importance. Through doing this, it may help to restore a lost sense of pride in the work for the animals which may be a motivation in and of itself to help improve the culture. We needed to maximise the motivational factors which would in turn, increase satisfaction within the workplace and give a more positive outlook for our staff. We must ask the broader, existential questions related to happiness and a sense of worth within the environment we created; do the staff feel valued, and that their efforts are recognised? Do they feel stunted within their roles and would like more responsibility to reﬂect their contributions? These were the deeper questions we needed to address and we must put into place methods of reward and acknowledging positive behaviours to promote this positive culture. Even simple things, such as team building exercises, or giving the animal care staff a thorough tour of the new building with a presentation in the conference facilities and lunch in the new restaurant, will allow them to feel a part of the new ECT project. Animal care (and the roles that they fulﬁl) is a difﬁcult and unglamorous job but they cannot be shunted out and made to feel ‘other’. They must be encouraged to feel as though they are as big a part of the facility as anybody else because indeed they are. The question of satisfaction at work and motivational theory is a highly studied topic and one which is imperative to a company or institution which strives to create a successful working environment. This is encapsulated within Frederick Hertzberg’s Dual-Factor Motivational Theory,9 which attempted to discover the ‘factors in the workplace that either cause job satisfaction or dissatisfaction’ and in turn, would affect the motivation of the staff,9 while discovering that there are ‘two factors that an organisation can adjust to inﬂuence motivation in the workplace’.10 Hertzberg argued these motivational factors are imperative for satisfaction at work and are more directly focussed on the intrinsic aspects of the job itself and how they affect the employees more emotional and psychological needs; factors which I had identiﬁed as the broad and existential questions related to happiness at work. The dissatisﬁers, or ‘Hygiene Factors’, are

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216Animal Technology and Welfare August 2020arguably more superﬁcial or more materially based but are no less important for the individual; salary and colleague relationships being the most prevalent among them. Put simply, motivators encourage the staff to work harder, while ‘Hygiene Factors’ will cause staff to become unmotivated if they are not present. When looking from the perspective of the ECT and our approach, it would seem simple; dampen down the dissatisﬁers within our workplace and promote the satisﬁers as much as possible. Practical strategies to improve the motivators could include: recognition for outstanding performers, a ‘Technician Month’ to acknowledge their hard work, a change in job title or responsibility to recognise improvement and opportunities for progression. Practical strategies to improve the ‘Hygiene Factors’ are methods that potentially could be solved through ﬁnances or more locally, on the ground changes. Examples of these could include new contracts with higher salaries, changing a policy with consensus from employees, changes to working environments and the procurement of new equipment. Acceptable and unacceptable behaviours must be addressed and communicated effectively, with clear guidelines and a rule structure in place to ensure compliance with policy. Supporting documents such as SOPs for the agreed culture are crucial in the implementation and maintenance of these standards. The employees displaying negative behaviours, such as bullying, poor attitude or below standard health checking of animals, must be reminded of their responsibilities by their line manager with reference to relevant SOPs and minimum standards, with disciplinary actions to follow if necessary. Managers will be, arguably, the most important part of this section, as they will be responsible for addressing the negative behaviours and instilling the correct methods of working from the outset. I recommended an ‘Open Door Policy’ for all managers to ensure staff feel that they are able to communicate with their seniors and illustrate any problems they may be facing. This particular point is also a crucial ‘Hygiene Factor’ related to the relationship between an employee and their supervisor as identiﬁed within Hertzberg’s work.9 This is again indicative of why our recruitment policy and strategy, particularly for these higher positions, was so crucial for our success. The ﬁnal problem to tackle for the ECT will be to improve the poor attendance rate and high levels of sickness. I suggested we begin with a collation of all current information for our animal technical staff, speciﬁcally focussing on the employees who had an above the UK average for sickness days. According to UK statistics, the average sick days in 2020 was 5.8 per year per employee. (Dale, 2021).11 I suggested we began to identify those employees who have exceeded this, analyse and evaluate their data to look for causes and trends and also conduct interviews with said employees to ascertain the reasons for sickness, e.g. was there any factor at work which was contributing and what steps could we take to help alleviate these issues. It may be the case that these sickness leaves are actually spurious; in these cases, we must work closely with the HR department to ensure we are fulﬁlling our legal requirements without being accusatory but taking the necessary action if unacceptable behaviours continue. The Health and Safety Executive has created a web page which can be useful for the managers who need 26 anybody else, because indeed they are. The question of satisfaction at work and motivational theory is a highly studied topic and one which is imperative to a company or institution which strives to create a successful working environment. This is encapsulated within Frederick Hertzberg’s Dual-Factor Motivational Theory,9 which attempted to discover the “factors in the workplace that either cause job satisfaction or dissatisfaction” and in turn, would affect the motivation of the staff,9 while discovering that there are ‘two factors that an organisation can adjust to influence motivation in the workplace’.10 Figure 5. Figure 5. Proposal for a European Cancer Trust Project

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217August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareProposal for a European Cancer Trust Projectadvice and assistance with managing these issues. (HSE, 2021 ).12 As such, adequate cover and a rota for emergency cover in the event of sickness leave should be created to manage the shortfall in these instances. I would then set a timescale of two months to benchmark how sickness rates have progressed following these steps of data analysis, interviews and reminding staff of responsibilities. Further evaluation will then determine whether the steps we have taken have had an effect and whether we need to continue to manage certain staff whose attendance rates have failed to improve. References1 University of Cambridge (2022). The Cambridge Cluster. Retrieved from University of Cambridge: https://www.eastofengland.admin.cam.ac.uk/cambridge-cluster#:~:text=Development%20of%20the%20Cambridge%20cluster&text=39%20new%20companies%20were%20formed%20between%201960%20and%201969.&text=Today%2C%20Cambridge%20is%20Europe’s%20largest,of%20over%20%C2%A2 Animals (Scientiﬁc procedures) Act 1986 Animals (Scientiﬁc Procedures) Act 1986 (legislation.gov.uk)3 Laboratory Animal Science Association (LASA) (2016). Guiding Principles for Named Persons. Retrieved from LASA: https://www.lasa.co.uk/wp-content/uploads/2018/05/Guiding-Principles-for-Named-Persons-2016.pdf4 Cubitt, S. (2022). Career Development Handout.5 Cherry, K. (2021). Self-Determination Theory. Retrieved from Edward Deci and Richard Ryan: https://www.verywellmind.com/what-is-self-determination-theory-27953876 Tahir, U. (2020). What is Nudge Theory? Retrieved from CMI: https://changemanagementinsight.com/nudge-theory-in-change-management/#:~: text=A%20nudge%20refers%20to%20principle, instead%20of%20giving%20direct%20instructions7 Bridges, W. (1991). Managing Transitions. https://www.mindtools.com/pages/article/bridges-transition-model.htm.8 Tools, M. (2020). Bridge’s Transition Model. Retrieved from Mind Tools: https://www.mindtools.com/pages/article/bridges-transition-model.htm9 Nickerson, C. (2021). Hertzberg’s Dual Factor Theory. Retrieved from Simply Psychology: https://www.simplypsychology.org/herzbergs-two-factor-theory.html10 Expert Programme Management (2018). Hertzberg’s Dual Factor Theory. Retrieved from Expert Programme Management: https://expertprogrammanagement.com/2018/04/ herzbergs-two-factor-theory/11 Dale. (2021). Average sick days per year. Retrieved from HR Toolkit: https://www.myhrtoolkit.com/blog/average-employee-sick-days-202012 HSE. (2021). Managing sick leave and return to work. Retrieved from Health and Safety Executive: https://www.hse.gov.uk/sicknessabsence/

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218Animal Technology and Welfare August 2020Animal Technology and Welfare December 2022PAPER SUMMARY TRANSLATIONSCONTENU DE LA REVUESéparateurs de trémie de souris pour rafﬁner la méthode d’alimentation GEORGINA OROSZCorrespondance: georgina.orosz@bms.ox.ac.ukRésumé Les Services biomédicaux (BMS) de l’Université d’Oxford, où ce projet a été mené, sont des installations du domaine scientiﬁque ouvertes en 2008 pour réaccueillir des animaux provenant d’installations plus anciennes. Après ce déménagement, l’Université dépassait les règlements du Home Ofﬁce quant aux soins prodigués aux animaux et établissait également la norme d’excellence en la matière.L’un des principaux objectifs ﬁnanciers de l’Université était de fournir des ressources appropriées pour maintenir un apprentissage, un enseignement et une recherche exceptionnels au sein de ses facultés. Une budgétisation bien déﬁnie et des examens réguliers de l’affectation des ressources sont essentiels pour atteindre ces objectifs ﬁnanciers. Le gaspillage alimentaire et les besoins réels des animaux ont été soulevés après un examen récent de la quantité et du coût de l’alimentation des souris utilisées dans les BMS. Après l’examen, les soins améliorés prodigués aux animaux et une meilleure allocation des ressources sont devenus les deux moteurs de l’idée du projet.Ce projet visait à déterminer si une méthode différente de présentation des aliments « ad-libitum » à des souris de laboratoire pourrait réduire les conséquences négatives de l’excès de nourriture, telles que la diminution de la qualité, la palatabilité et l’augmentation des coûts. L’objectif principal de ce projet était d’afﬁner la façon dont les souris de laboratoire sont nourries, ce qui pourrait avoir un impact positif non seulement sur les déchets alimentaires inutiles, mais aussi sur le bien-être des animaux. Dans ce projet, la pratique actuelle, qui fournit chaque semaine une trémie de nourriture entièrement complétée à chaque cage, était comparée à une méthode plus afﬁnée utilisant un séparateur de trémie pour fournir moins de nourriture à chaque cage tout en répondant toujours aux besoins réels des souris. Cet article est basé sur une thèse présentée dans le cadre du programme de niveau HE 6 de l’IAT, tel qu’il est administré par le Collège des sciences et technologies animales de laboratoire (CLAST). Les candidats reçus sont admissibles à la bourse de recherche de l’IAT et peuvent poursuivre un programme de master. Mots-clés: Souris, budgétisation, réduction des déchets alimentaires★ ★ ★

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219August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfarePlaniﬁcation de projet: Projet Tick@LAB MARK HASLER Correspondance: Mark Hasler atweditor@iat.org.uk Résumé Cet article est basé sur une thèse présentée dans le cadre de la qualiﬁcation de niveau HE 6 de l’IAT, telle que délivrée par le Collège des sciences et technologies de laboratoire. Les candidats retenus peuvent présenter une demande de bourse de recherche à l’IAT et progresser vers un programme de master s’ils le souhaitent. Il traite de la mise en œuvre de l’achat et de l’établissement d’un logiciel qui gérera la tenue des dossiers requis en vertu de la Loi de 1986 sur les animaux (procédures scientiﬁques) (LSPA), y compris le logiciel qui permettra la production des déclarations et rapports requis. En plus de la gestion globale du projet, l’article couvre la planiﬁcation, la gestion budgétaire, l’engagement des parties prenantes, les difﬁcultés rencontrées pendant le déroulement du projet et, peut-être plus important encore, les leçons apprises. Mots-clés: Loi de 1986 sur les animaux (procédures scientiﬁques), gestion, planiﬁcation, budgétisation ★ ★ ★Proposition de projet de Trust européen pour le cancerLOUIS KITCHENHAMCorrespondance: louis.kitchenham@kcl.ac.ukRésumé LCe projet décrit une proposition hypothétique d’établissement et de dotation en personnel d’une nouvelle installation pour nimaux. Bien que le Fenland Cluster et le Cancer Trust soient l’invention de l’auteur, ils sont basés sur son expérience. La proposition traite des difﬁcultés que pose le transfert du personnel chargé du soin des animaux qui présente des problèmes de faible fréquentation, de faible moral, etc., dans une nouvelle installation. Elle suggère également des méthodes d’instillation d’une culture de soins améliorée tant pour les animaux que pour le personnel. Les rôles, en particulier ceux du titulaire de la licence de l’établissement et des personnes nommées, ainsi que les exigences législatives qui leur sont conférées, sont exigés en vertu de la Loi de 1986 sur les animaux (procédures scientiﬁques) (LSPA). Le projet décrit les stratégies de gestion, la budgétisation et les rôles des individus au sein de la hiérarchie. L’article est basé sur une thèse présentée dans le cadre du programme de niveau HE 6 de l’IAT, dispensé par le Collège des sciences et technologies animales (CLAST). Les candidats reçus sont alors admissibles à la bourse de recherche de l’IAT et à un programme de master. Mots-clés: Culture des soins, gestion, recrutement, formation ★ ★ ★Paper Summary Translations

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220Animal Technology and Welfare August 2020Organisation et hébergement de séminaires scientiﬁques en ligne pour la branche londonienne de l’IAT ROBIN LABESSECorrespondance: r.labesse@surrey.ac.ukRésumé Les diplômes de l’enseignement supérieur de niveau 4-6 en sciences et technologie animales de laboratoire débouchent sur une qualiﬁcation de second cycle universitaire. Chaque unité fournira aux étudiants des compétences pratiques précieuses et développera leurs compétences en recherche et en rédaction aﬁn de les préparer au monde du travail. Les candidats reçus seront alors admissibles à la bourse de recherche de l’IAT pour progresser vers un programme de master s’ils le souhaitent. Cet article traite de la fourniture d’un perfectionnement professionnel continu pour les technologues animaliers par l’utilisation de webinaires pendant la pandémie de COVID 19 lorsque les rencontres en face à face étaient interdites. Les séminaires en ligne portaient sur l’utilisation des espèces de laboratoire les moins communes. Mots-clés: Formation professionnelle continue, webinaire, technologue animalier ★ ★ ★Gestion de projetHEATHER WARNOCKCorrespondance: Heather.Warnock@ed.ac.uk Résumé Dans le cadre de la qualiﬁcation d’enseignement supérieur de niveau 6 de l’IAT délivrée par le Collège des sciences et technologies animales de laboratoire (CLAST), les étudiants sont tenus d’entreprendre un projet en utilisant des compétences de planiﬁcation et de gestion, et de présenter une thèse ﬁnale décrivant les processus impliqués. Cet article est basé sur la thèse des auteurs et décrit un projet visant à fournir des installations appropriées pour une équipe de recherche qui envisage des études in vivo impliquant l’adaptation de l’hébergement, y compris le déplacement de l’équipement d’imagerie In vivo situé dans une autre installation. Le projet exigeait de l’auteur qu’il planiﬁe, budgétise et gère efﬁcacement ce déménagement tout en s’acquittant de ses responsabilités quotidiennes. Les candidats reçus sont alors admissibles à la bourse de recherche de l’IAT et peuvent progresser vers un programme de master. Mots-clés: Gestion, budgets, engagement des parties prenantes, formation Paper Summary Translations

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221August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareINHALTVERZEICHNISVerbesserte Füttermethode: Teiler für MäusefutterspenderGEORGINA OROSZ Korrespondenz: georgina.orosz@bms.ox.ac.ukAbstract Der Bereich Biomedical Services (BMS) der University of Oxford, an dem dieses Projekt durchgeführt wurde, ist eine 2008 eröffnete Forschungseinrichtung zur Umsiedelung von Tieren aus älteren Einrichtungen. Die Universität hat seit dem Umzug die Vorschriften des Innenministeriums für die Tierpﬂege übererfüllt und zudem einen Goldstandard für Tierpﬂege etabliert.Eines der ﬁnanziellen Hauptziele der Universität ist die Bereitstellung angemessener Ressourcen für die Gewährleistung von Spitzenleistungen in Bildung, Lehre und Forschung in den einzelnen Fachbereichen. Um diese ﬁnanziellen Ziele zu erreichen, sind eine sorgfältig abgestimmte Budgetierung und eine regelmäßige Überprüfung der Ressourcenzuweisungen von entscheidender Bedeutung. Nach einer kürzlich erfolgten Überprüfung der Mengen und Kosten des im BMS verwendeten Mäusefutters wurden Futterverschwendung und die tatsächlichen Bedürfnisse der Tiere thematisiert. Im Anschluss an die Überprüfung wurden eine verbesserte Tierpﬂege und eine bessere Ressourcenzuweisung zu den beiden treibenden Kräften der Projektidee erhoben.Mit diesem Projekt sollte ermittelt werden, ob eine andere Methode der Ad-libitum-Fütterung von Labormäusen die negativen Folgen von überschüssigem Futter, wie z. B. schlechtere Qualität und Schmackhaftigkeit sowie erhöhte Kosten, verringern könnte. Das Hauptziel des Projekts bestand darin, die Art und Weise der Fütterung von Labormäusen zu verbessern, um positive Auswirkungen in Bezug auf Futterverschwendung wie auch auf das Tierwohl zu erzielen. Das Projekt bezweckte einen Vergleich der derzeitigen Praxis, bei der jeder Käﬁg wöchentlich mit einem vollständig aufgefüllten Futterspender beschickt wird, mit einer verbesserten Methode, bei der den einzelnen Käﬁgen durch einen Teiler im Futterspender weniger Futter zugeführt wird, das den tatsächlichen Bedürfnissen der Mäuse dennoch Rechnung trägt. Dieser Artikel basiert auf einer Abschlussarbeit, die im Rahmen des „IAT HE Level 6“-Programms eingereicht wurde, das vom College of Laboratory Animal Science and Technology (CLAST) angeboten wird. Erfolgreiche Kandidaten können ein IAT-Stipendium beantragen und anschließend einen Masterstudiengang absolvieren. Schlagwörter: Mäuse, Budgetierung, Reduzierung von Futterverschwendung ★ ★ ★Paper Summary Translations

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222Animal Technology and Welfare August 2020Projektplanung: Tick@lab project MARK HASLER Korrespondenz: Mark Hasler atweditor@iat.org.uk Abstract Dieser Artikel basiert auf einer Abschlussarbeit, die im Rahmen der „IAT HE Level 6“-Qualiﬁkation eingereicht wurde, die vom College of Laboratory Animal Science and Technology angeboten wird. Erfolgreiche Kandidaten können ein IAT-Stipendium beantragen und anschließend, wenn sie es wünschen, einen Masterstudiengang absolvieren.Der Beitrag erörtert die Abwicklung des Erwerbs und der Einrichtung eines Softwareprogramms, mit dem die laut Animals (Scientiﬁc Procedures) Act 1986 (ASPA) erforderlichen Aufzeichnungen verwaltet werden können, einschließlich einer Software zur Erstellung der erforderlichen Meldungen und Berichte. Neben dem Gesamtmanagement des Projekts behandelt der Artikel auch die Planung, das Budgetmanagement, die Einbeziehung von Interessengruppen, Schwierigkeiten während des Projektverlaufs und, was vielleicht noch wichtiger ist, die gewonnenen Erkenntnisse. Schlagwörter: Animals (Scientiﬁc Procedures) Act 1986, Management, Planung, Budgetierung ★ ★ ★Vorschlag für ein europäisches Cancer-Trust-Projekt LOUIS KITCHENHAM Korrespondenz: louis.kitchenham@kcl.ac.uk Abstract Dieses Projekt beschreibt einen hypothetischen Vorschlag für die Einrichtung und personelle Ausstattung einer neuen Tiereinrichtung. Der Fenland Cluster und der Cancer Trust sind eine freie Erﬁndung des Autors, basieren aber auf seinen Erfahrungen. Der Vorschlag befasst sich mit den Schwierigkeiten bei der Versetzung von Tierpﬂegepersonal mit Problemen wie Fehlstunden, schlechte Moral usw. in eine neue Einrichtung. Es werden auch Methoden zur Schaffung einer besseren Kultur der Fürsorge für Tiere und Personal angeregt. Die Funktionen, insbesondere die des Lizenzinhabers der Einrichtung und der benannten Personen, sowie die angegebenen gesetzlichen Anforderungen stehen im Einklang mit dem geltenden Animals (Scientiﬁc Procedures) Act 1986 (ASPA). Das Projekt beschreibt Managementstrategien, Budgetierung und die Funktionen von einzelnen Personen innerhalb der Hierarchie.Der Artikel basiert auf einer Abschlussarbeit, die im Rahmen des „IAT HE Level 6“-Programms eingereicht wurde, das vom College of Laboratory Animal Science and Technology (CLAST) angeboten wird. Erfolgreiche Kandidaten können sich anschließend für ein IAT-Stipendium und einen Masterstudiengang bewerben. Schlagwörter: Kultur der Fürsorge, Management, Rekrutierung, Schulung ★ ★ ★Paper Summary Translations

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223August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganisierung und Veranstaltung wissenschaftlicher Webinare für die Londoner IAT-Zweigstelle ROBIN LABESSEKorrespondenz: r.labesse@surrey.ac.ukAbstract Die Higher Education Diplomas Level 4–6 in Laboratory Animal Science and Technology führen zu einem Abschluss auf Hochschulniveau. Jede Einheit vermittelt den Studenten wertvolle Fähigkeiten und entwickelt ihre Forschungs- und Schreibkompetenz in Vorbereitung auf ihren Arbeitsplatz. Erfolgreiche Kandidaten können sich anschließend für das IAT-Stipendium bewerben und, wenn sie es wünschen, einen Masterstudiengang absolvieren.In diesem Beitrag wird die kontinuierliche beruﬂiche Weiterbildung von Tiertechnikern durch Webinare während der COVID-19-Pandemie erörtert, als persönliche Treffen untersagt waren. Die Webinare thematisierten die Verwendung von weniger üblichen Labortierarten. Schlagwörter: kontinuierliche beruﬂiche Weiterbildung, Webinar, Tiertechniker★ ★ ★Projektmanagement HEATHER WARNOCK Korrespondenz: Heather.Warnock@ed.ac.uk Abstract Im Rahmen der vom College of Laboratory Animal Science and Technology (CLAST) angebotenen „IAT Higher Education Level 6“-Qualiﬁkation müssen die Studenten ein Projekt durchführen, das Planungs- und Managementfähigkeiten erfordert, und eine Abschlussarbeit vorlegen, in der die angewandten Prozesse beschrieben werden. Dieser Artikel basiert auf der Abschlussarbeit der Autorin und beschreibt ein Projekt zur Bereitstellung geeigneter Einrichtungen für ein Forschungsteam, das zu In-vivo-Studien wechselt, welches die Anpassung von Räumlichkeiten sowie die Verlagerung von In-vivo-Bildgebungsgeräten von einem anderen Standort beinhaltet. Das Projekt erforderte von der Autorin effektive Planung, Budgetierung und Management des Wechsels bei gleichzeitigem Nachgehen ihrer alltäglichen Verpﬂichtungen. Erfolgreiche Kandidaten können sich anschließend für das IAT-Stipendium bewerben und einen Masterstudiengang absolvieren. Schlagwörter: Management, Budgets, Einbeziehung von Interessengruppen, Schulung Paper Summary Translations

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224Animal Technology and Welfare August 2020INDICE DELLA REVISTADivisori per tramogge di cibo per topi: un metodo di alimentazione afﬁnatoGEORGINA OROSZ Corrispondenza: georgina.orosz@bms.ox.ac.ukEstratto I Servizi Biomedici (Biomedical Services, BMS) dell’Università di Oxford, dove è stato svolto il progetto, sono una struttura dell’area scientiﬁca aperta nel 2008 allo scopo di rialloggiare gli animali provenienti da strutture vecchie. Dopo lo spostamento l’università non solo ha superato i regolamenti del Ministero dell’Interno (Home Ofﬁce), ma ha anche creato uno standard di riferimento per la cura degli animali.Uno degli obiettivi ﬁnanziari dell’università è quello di fornire risorse appropriate per mantenere un eccezionale livello di apprendimento, insegnamento e ricerca nei propri dipartimenti. Per raggiungere questi obiettivi ﬁnanziari, è fondamentale un bilancio ben mirato insieme a revisioni regolari dell’allocazione delle risorse. Dopo una recente revisione della quantità e del costo della dieta per topi utilizzata nella BMS, sono stati evidenziati gli sprechi della dieta e le effettive esigenze degli animali. Dopo la revisione, una cura degli animali afﬁnata e una migliore allocazione delle risorse sono diventate le due forze trainanti dietro l’idea del progetto.Questo progetto mirava a stabilire se un diverso metodo di presentazione della dieta “ad libitum” ai topi di laboratorio, potesse ridurre le conseguenze negative dell’eccesso di cibo, come la diminuzione di qualità e appetibilità e l’aumento dei costi. L’obiettivo principale di questo progetto era perfezionare il modo in cui vengono nutriti i topi da laboratorio, con un impatto positivo non solo sugli sprechi alimentari inutili, ma anche sul benessere degli animali. In questo progetto la pratica attuale, che prevedeva di fornire a ciascuna gabbia una tramoggia di cibo completamente riempita su base settimanale, è stata confrontata con un metodo più afﬁnato utilizzante un divisore della tramoggia per fornire meno cibo a ciascuna gabbia, pur soddisfacendo le effettive esigenze dei topi. Questo articolo si basa su una dissertazione presentata nell’ambito del programma IAT HE Livello 6 offerto dal Collegio di Scienza e Tecnologia degli Animali da Laboratorio (College of Laboratory Animal Science and Technology, CLAST). I candidati prescelti possono beneﬁciare della borsa di studio IAT e proseguire nel programma magistrale.Parole chiave: Topi, bilancio, riduzione sprechi alimentari ★ ★ ★Paper Summary Translations

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225August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfarePianiﬁcazione del progetto: Tick@lab project MARK HASLERCorrispondenza: Mark Hasler atweditor@iat.org.uk Estratto Questo articolo si basa su una dissertazione presentata nell’ambito della qualiﬁca IAT HE Livello 6 offerta dal Collegio di Scienza e Tecnologia degli Animali da Laboratorio (College of Laboratory Animal Science and Technology, CLAST). I candidati prescelti possono presentare domanda per la borsa di studio IAT e proseguire in un programma magistrale, se lo desiderano. L’articolo illustra l’implementazione dell’acquisto e avviamento di un programma software che gestirà la tenuta dei registri obbligatoria ai sensi della Legge sulle Procedure Scientiﬁche con Animali (Animals (Scientiﬁc Procedures) Act, ASPA) del 1986, incluso il software che consentirà la produzione dei resoconti e delle relazioni richiesti. Oltre alla gestione generale del progetto, l’articolo copre la pianiﬁcazione, la gestione del bilancio, il coinvolgimento delle parti interessate, le difﬁcoltà durante l’avanzamento del progetto e, cosa forse più importante, le lezioni apprese. Parole chiave: Animals (Scientiﬁc Procedures) Act 1986, Legge sulle Procedure Scientiﬁche con Animali, gestione, pianiﬁcazione del bilancio★ ★ ★Proposta per un progetto europeo di società ﬁduciaria per il cancro (Cancer Trust)LOUIS KITCHENHAMCorrispondenza: louis.kitchenham@kcl.ac.uk Estratto Questo progetto descrive una proposta ipotetica per l’istituzione di una nuova struttura per animali e l’assunzione del relativo personale. Il Fenland Cluster e il Cancer Trust sono prodotti di invenzione dell’autore ma basati sulla sua esperienza. La proposta affronta le difﬁcoltà di trasferire in una nuova struttura il personale addetto alla cura degli animali che presenta problemi di scarsa presenza, basso morale ecc. Propone inoltre dei metodi per instillare una migliore cultura della cura sia per gli animali sia per il personale. I ruoli, in particolare quelli del titolare della licenza di stabilimento e delle persone designate e i requisiti legislativi forniti, sono quelli richiesti dall’attuale Legge sulle Procedure Scientiﬁche con Animali (Animals (Scientiﬁc Procedures) Act, ASPA) del 1986. Il progetto descrive le strategie di gestione, la preventivazione e i ruoli degli individui all’interno della gerarchia. L’articolo si basa su una dissertazione presentata nell’ambito del programma IAT HE Livello 6 realizzato dal Collegio di Scienza e Tecnologia degli Animali da Laboratorio (College of Laboratory Animal Science and Technology, CLAST). I candidati prescelti possono poi presentare domanda per la borsa di studio IAT e per un corso magistrale. Parole chiave: Cultura della cura, gestione, assunzione, formazione★ ★ ★Paper Summary Translations

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226Animal Technology and Welfare August 2020Organizzazione e hosting di webinar scientiﬁci per la ﬁliale IAT di Londra ROBIN LABESSECorrispondenza: r.labesse@surrey.ac.ukEstratto I diplomi di istruzione superiore di livello 4-6 in scienze e tecnologia degli animali da laboratorio preparano alla qualiﬁca di livello universitario. Ogni unità fornirà agli studenti competenze preziose per il posto di lavoro e ne svilupperà le capacità di ricerca e scrittura per prepararli al lavoro. I candidati prescelti possono poi presentare domanda per la borsa di studio IAT e proseguire in un programma magistrale, se lo desiderano. Questo documento illustra la fornitura di sviluppo professionale continuo per tecnologi animali mediante l’uso di webinar durante la pandemia di COVID-19, quando erano vietati gli incontri faccia a faccia. I webinar hanno avuto come argomento l’uso delle specie di laboratorio meno comuni. Parole chiave: Sviluppo professionale continuo, webinar, tecnologo animale ★ ★ ★Gestione progetti HEATHER WARNOCKCorrispondenza: Heather.Warnock@ed.ac.uk Estratto Nell’ambito della qualiﬁca di istruzione superiore IAT di livello 6 rilasciata dal Collegio di Scienza e Tecnologia degli Animali da Laboratorio (College of Laboratory Animal Science and Technology, CLAST), gli studenti sono tenuti a svolgere un progetto utilizzando le capacità di pianiﬁcazione e gestione per poi presentare una dissertazione ﬁnale che descriva i processi coinvolti. Questo articolo si basa sulla dissertazione dell’autore e descrive un progetto volto a fornire strutture adeguate a un gruppo di ricerca che passa agli studi in vivo. Ciò implica l’adattamento degli alloggi, compreso il trasferimento delle apparecchiature di immaginograﬁa in vivo da un’altra sede. Il progetto ha richiesto all’autore di pianiﬁcare, preventivare e gestire efﬁcacemente il trasferimento pur assolvendo le proprie responsabilità quotidiane. I candidati prescelti possono poi presentare domanda per la borsa di studio IAT e proseguire in un programma magistrale. Parole chiave: Gestione, preventivo, coinvolgimento parti interessate, formazione Paper Summary Translations

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227August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareINDICE DE LA REVISTADivisores en los comederos de ratones para un método de alimentación perfeccionadoGEORGINA OROSZCorreo electrónico: georgina.orosz@bms.ox.ac.uk Resumen Los servicios biomédicos (BMS) de la Universidad de Oxford, donde se llevó a cabo este proyecto, son unas instalaciones dentro del área de ciencias que se inauguraron en 2008 con el ﬁn de realojar a los animales procedentes de otras instalaciones más antiguas. Después del traslado, la Universidad superó la normativa para el cuidado de los animales del Ministerio del Interior y estableció un estándar superior para el cuidado de los animales.Uno de los principales objetivos ﬁnancieros de la universidad es proporcionar los recursos adecuados para mantener un aprendizaje, una enseñanza y una investigación excepcionales en sus departamentos. Para cumplir con estos propósitos ﬁnancieros, es primordial elaborar presupuestos bien deﬁnidos y realizar revisiones periódicas de las asignaciones de recursos. Después una revisión reciente de la cantidad y el coste de la dieta para ratones utilizada en los servicios biomédicos, se ha señalado el desperdicio de la comida y las necesidades reales de los animales. Tras la revisión, el perfeccionamiento del cuidado de los animales y la mejora de la asignación de recursos se convirtieron en los dos pilares fundamentales que impulsaron el proyecto.Este proyecto pretendía establecer si un método diferente a suministrar la dieta ad-libitum a los ratones de laboratorio podría reducir las consecuencias negativas del exceso de comida, como la disminución de la calidad, la apetitosidad y el incremento del coste. El objetivo principal de este proyecto era perfeccionar la forma de alimentar a los ratones de laboratorio, lo que podría tener un impacto positivo no únicamente en el desperdicio innecesario de alimentos, sino también en el bienestar de los animales. En este proyecto se iba a comparar la práctica actual, que consistía en suministrar semanalmente un comedero totalmente lleno a cada jaula, con un método más optimizado mediante el uso de un divisor en los recipientes de comida para suministrar menos cantidad de alimento a cada jaula sin dejar de satisfacer las necesidades reales de los ratones.Este artículo se basa en una disertación presentada como parte del programa de educación superior del IAT de nivel 6 impartido por el College of Laboratory Animal Science and Technology (CLAST). Los candidatos seleccionados pueden optar a la beca del IAT y a continuar con un programa de máster.Palabras clave: Ratones, presupuestos, reducción del desperdicio de alimentos★ ★ ★Paper Summary Translations

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228Animal Technology and Welfare August 2020Planiﬁcación del proyecto: Proyecto Tick@labMARK HASLERCorreo electrónico: Mark Hasler atweditor@iat.org.uk Resumen Este artículo se basa en una disertación presentada como parte del programa de educación superior del IAT de nivel 6 impartido por el College of Laboratory Animal Science and Technology. Los candidatos seleccionados podrán solicitar la beca IAT y pasar a un programa de máster si lo desean.Se examina la gestión de la compra y el establecimiento de un programa informático que administrará el mantenimiento de los registros requeridos con arreglo a la Ley de Animales (Procedimientos Cientíﬁcos) de 1986 (ASPA), incluido un software que permitirá la producción de las declaraciones e informes necesarios. Además de la gestión general del proyecto, el artículo abarca la planiﬁcación, la gestión del presupuesto, el compromiso de las partes interesadas, las diﬁcultades durante el progreso del proyecto y, puede que lo más importante, las lecciones aprendidas.Palabras clave: Ley de Animales (Procedimientos Cientíﬁcos) de 1986, gestión, planiﬁcación presupuestaria★ ★ ★Propuesta de proyecto para el European Cancer TrustLOUIS KITCHENHAMCorreo electrónico: louis.kitchenham@kcl.ac.uk Resumen Este proyecto describe una propuesta hipotética para el establecimiento e incorporación de personal en un nuevo centro de animales. El Fenland Cluster y el Cancer Trust son producto de la invención del autor pero se basan en su experiencia. La propuesta analiza las diﬁcultades de trasladar a una nueva instalación al personal encargado del cuidado de los animales con problemas de absentismo, falta de moral, etc. También propone métodos para fomentar una cultura del cuidado mejor tanto para los animales como para el personal. Las funciones, en particular las del titular de la licencia del establecimiento y de las personas designadas, así como los requisitos legislativos establecidos, son las exigidas según la actual Ley de Animales (Procedimientos Cientíﬁcos) de 1986 (ASPA). El proyecto describe estrategias de gestión, presupuestos y los cometidos de cada persona según la jerarquía.Este artículo se basa en una disertación presentada como parte del programa de educación superior del IAT de nivel 6 impartido por el College of Laboratory Animal Science and Technology (CLAST). Los candidatos seleccionados podrán solicitar la beca del IAT y un programa de máster.Palabras clave: Cultura del cuidado, gestión, contratación, formación★ ★ ★Paper Summary Translations

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229August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareOrganización y celebración de webinarios cientíﬁcos para la sede londinense del IATROBIN LABESSECorreo electrónico: r.labesse@surrey.ac.ukResumen Los diplomas de educación superior de nivel 4-6 en Tecnología y Ciencia de Animales de Laboratorio están orientados a la obtención de una cualiﬁcación de nivel de grado. Cada unidad dotará a los estudiantes de valiosas habilidades para el lugar de trabajo y desarrollará sus capacidades de investigación y redacción con el ﬁn de prepararlos para el lugar de trabajo. Los candidatos seleccionados podrán solicitar la beca del IAT y realizar un programa de máster, si así lo deseasen.Este documento analiza la oferta de desarrollo profesional continuo para tecnólogos animales mediante webinarios durante la pandemia del COVID-19 cuando las reuniones presenciales estaban prohibidas. El tema de los webinarios fue el uso de las especies de laboratorio menos comunes.Palabras clave: Desarrollo profesional continuo, webinario, tecnólogo de animales.★ ★ ★Gestión de proyectosHEATHER WARNOCKCorreo electrónico: Heather.Warnock@ed.ac.uk Resumen Como parte de la cualiﬁcación de nivel 6 de educación superior del IAT impartida por el College of Laboratory Animal Science and Technology (CLAST), los estudiantes deben realizar un proyecto en el que se utilicen habilidades de planiﬁcación y gestión, y presentar una disertación ﬁnal en la que se describan los procesos involucrados. Este artículo se fundamenta en la disertación de los autores y describe un proyecto para proporcionar instalaciones adecuadas a un equipo de investigación que comienza los estudios in vivo, lo que implica la adaptación del emplazamiento, incluido el traslado de equipos de imagen in vivo desde otro lugar. El proyecto requería que el autor planiﬁcara, presupuestara y gestionara eﬁcazmente el traslado mientras cumplía además con sus responsabilidades cotidianas. Los candidatos seleccionados podrán solicitar la beca del IAT y realizar un programa de máster, si así lo deseasen.Palabras clave: Cultura del cuidado, gestión, contratación, formaciónPaper Summary Translations

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151IntroductionA hallmark symptom of rheumatoid arthritis in humansis painful swollen joints. Pain can manifest before anyinflammation is noticeable1,2as well as persist longafter inflammation has resolved.3In rode nt models of art hritis, ankle or footpad width isa commonly used surrogate marker of pa in (seeFigure 1).Measur ing footpad width assumes that increasedswelling is proportional to enhanced pain. A mildarthritis phenotype in which there is minimal swellingmay therefore inaccurately reflect the extent of painand discomfort.POSTER PRESENTATIONSOriginally presented at:IAT Congress 2019Assessing pain in models ofRheumatoid ArthritisSAMUEL SINGLETON,1MERIAM NEFLA,1NGAIRE DENNISON,1SIMON ARTHUR2and TIM HALES1School of Life Sciences, Division of Cell Signalling and Immunology, University of Dundee,Dundee, DD1 5EH, UK2MRSU and Institute of Academic Anaesthesia, Division of Systems Medicine, NinewellsHospital, University of Dundee, DD1 9SY, UKCorrespondence: s.z.singleton@dundee.ac.ukAugust 2020 Animal Technology and WelfareFigure 1. Footpad width as a surrogate measure of pain in ar thritis models. Commonly used methods to assess painare footpad width (A), ankle width (B) or footpad ankle length (C).BCAAim: We aimed to determine how well pain correlated to footpad widths using the collagen antibody arthritismodel.August20:Animal Technology and Welfare 12/8/20 07:54 Page 151ATW publishes peer-reviewed articles allied to animal science and technology, management and educationATW facilitates the Marjorie (Sandiford) Whittingham Memorial Prize awarded annually to the author of the best original peer-reviewed paperATW publishes translations of summaries of peer-reviewed articles in 4 different languages: French, German, Italian, SpanishATW publishes technical notes describing new products, new or reﬁned techniques and new developmentsATW publishes papers and posters presented at international meetingsATW publishes opinion articles and book reviews of relevant textsATW promotes the 3Rs, environmental enrichment, care and welfareATW promotes the dissemination of ‘good practice’ATW promotes the recognition of Animal Technologists everywhereATW has a worldwide circulation of 2,500 copies in more than 30 countriesATW is a totally free, open access publication for everyone to read and download – the implementation complies with Plan S, the multi-funder effort to ensure immediate open access to scientiﬁc publications therefore increasing further awareness of advertisers’ sales messages and promotionsATW is included on the EBSCO Host intuitiveonline research platformBe part of Animal Technology and Welfare, the publication for Animal Technologists by Animal TechnologistsANIMAL TECHNOLOGY AND WELFAREJournal of the Institute of Animal TechnologyOfﬁcial Journal of the European Federation of Animal Technologists ATWAnimal Technology and WelfareATW PROFILEATW aims to be the medium for Animal Technologists and all those concerned with the care and welfare of animals used for research purposes to communicate ‘good practice’.ATW especially aims to promote and develop the 3Rs particularly in respect of Reﬁnement. More importantly, ATW promotes the generally accepted 4th R, Responsibility. The responsibility that all Animal Technologists have in ensuring dissemination of ‘good practice’ to every institution using animals in research.ATW enjoys a unique position as the scientiﬁc publication for the leading organisation for the welfare of animals used in research.ATW seeks to publish peer-reviewed articles, technical notes and reviews allied to animal science and technology, management and education. Particular encouragement is given to authors submitting papers leading to improvements in environmental enrichment and the care and welfare of genetically altered animals.A commemorative plaque, a cheque for £250 and free registration at the IAT Congress awaits the winner of the Marjorie (Sandiford) Whittingham Memorial Prize awarded annually to the best original article.Editorial– Peer-reviewed papers– Translations of paper summaries into 4 European languages– Tech-2-Tech informal short articles on l new or reﬁned techniques l discussion forum reports l commercial submissions welcome (speciﬁc equipment advertorials will not be accepted)– Posters from international meetings– Book reviews– Letters to the editorMember StatesEFAT comprises of Member States of the European Union and Council of Europe https://www.efat.org/AFSTAL Association Francaise des Sciences et Techniques de L’Animal de Laboratoire DALAS Dutch Association for Laboratory Animal Science SECAL Sociedad Española para las Ciencias del Animal de LaboratorioATWAnimal Technology and Welfare

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231August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareHopping mad – an abnormal gait investigationLILY ARMSTRONG and MICHAEL WEBB Cancer Research UK, Cambridge Institute, University of Cambridge, Ka Shing Centre, Robinson Way, Cambridge, CB2 0RE UK Correspondence: michael.webb@cruk.cam.ac.ukPOSTER PRESENTATIONSOriginally presented at:IAT Congress 2022151IntroductionA hallmark symptom of rheumatoid arthritis in humansis painful swollen joints. Pain can manifest before anyinflammation is noticeable1,2as well as persist longafter inflammation has resolved.3In rode nt models of art hritis, ankle or footpad width isa commonly used surrogate marker of pa in (seeFigure 1).Measur ing footpad width assumes that increasedswelling is proportional to enhanced pain. A mildarthritis phenotype in which there is minimal swellingmay therefore inaccurately reflect the extent of painand discomfort.POSTER PRESENTATIONSOriginally presented at:IAT Congress 2019Assessing pain in models ofRheumatoid ArthritisSAMUEL SINGLETON,1MERIAM NEFLA,1NGAIRE DENNISON,1SIMON ARTHUR2and TIM HALES1School of Life Sciences, Division of Cell Signalling and Immunology, University of Dundee,Dundee, DD1 5EH, UK2MRSU and Institute of Academic Anaesthesia, Division of Systems Medicine, NinewellsHospital, University of Dundee, DD1 9SY, UKCorrespondence: s.z.singleton@dundee.ac.ukAugust 2020 Animal Technology and WelfareFigure 1. Footpad width as a surrogate measure of pain in ar thritis models. Commonly used methods to assess painare footpad width (A), ankle width (B) or footpad ankle length (C).BCAAim: We aimed to determine how well pain correlated to footpad widths using the collagen antibody arthritismodel.August20:Animal Technology and Welfare 12/8/20 07:54 Page 151What is it?Within Cancer Research UK (CRUK) Cambridge, we house a colony of mice in which we see a particular phenotypical characteristic that is colourfully referred to as a ‘bunny-hop’. These mice are part of the Gli1 pathway of Hedgehog signalling, which is very important in embryonic development.What do we do?We carry out a few precautions to ensure we alleviate any potential suffering or discomfort when this genotype is suspected.– We ensure that extra nutritional supplements are available to the post weaned mice, this is as the Gl1 knock out (KO) pups are generally smaller so this gives them an extra boost after weaning.– We perform biopsies for genotyping at 10 days rather than 14 days so we make sure potential GLi1KO pups have everything they need to thrive sooner.– We carry out post-wean checks on all animals to reduce the risk of health concerns being missed.When did this happen?Approximately two years ago, it was observed that some mice displayed this hopping characteristic. As it became more apparent in several mice, it was found that this ‘bunny-hop’ coincided with the genotype of the mice being Gli1KO. These mice were initially labelled as ‘VIP’.Weight comparisonsWithin the Gli1s, the Gli1KOs tend to be smaller in size than the wild type (WT) or heterozygous (Het) Gli1s. Although we do not know the extent of this, or why it happens, it is interesting to see the weight trends (Figure 1).What happens next?We decided to investigate possible reasons why these mice displayed the ‘bunny-hop’ characteristic. One potential theory was a shortening of the femur and December 2022 Animal Technology and Welfare

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232Animal Technology and Welfare August 2020humerus causing this unusual gait, for that reason this was our focus. With the help of the de la Roche laboratory, we performed computerised tomography (CT) scanning of Gli1WT and Gli1KO mice to investigate the bone structure to see if this provided the evidence to back up the theory.Figure 1. Graph showing weights of Gli1WT, Gli1Het and Gli1 homozygous (Hom) (KO) 6-8 weeks old.By L. Armstrong and M.Webb What is it?Within CRUK Cambridge, we are currently housing a colony of mice in which we see a parcular phenotypical characterisc which is colourfully referred to as a “bunny-hop”.These mice are part of the Gli1 pathway of Hedgehog signalling, which is very important in embryonic development.When did this happen?Approximately two years ago, it was observed that some mice displayed this hopping characterisc. As it became more apparent in several mice, it was found that this “bunny-hop” coincided with the genotype of the mice being Gli1KO. These mice were inially labelled as ‘VIP’.What do we do?We carry out a few precauons to make sure we alleviate any potenal suering or discomfort when the genotype is suspected.• We ensure that extra nutrional supplements are available to the post weaned mice, this is as the Gli1KO pups are generally smaller so this gives them an extra boost aer weaning.• We perform biopsies for genotyping at 10 days rather than 14 days so we make sure potenal Gli1KO pups have everything they need to thrive sooner.• We carry out post-wean checks on all animals to reduce the risk of health concerns being missed.Hopping Mad—An Abnormal (gait) InvesgaonWhat happened next?We decided to invesgate possible reasons as to why these mice displayed the “bunny-hop” characterisc . One potenal theory was a shortening of the femur and humerus causing this unusual gait, therefore this was our focus.With the help of the De la Roche lab, we performed CT scans of Gli1 wildtype and knockout mice to invesgate the bone structure to see if this provided evidence to back up this theory.Fig 1. Graph showing weights of Gli1WT, Gli1Het and Gli1Hom(KO) (6-8 weeks of age).Weight comparisonsWithin the Gli1’s, the Gli1KO’s tend to be smaller in size than the WT or Het Gli1’s. Although we do not know the extent of this, or why it happens, it is interesng to see the weight trends (Fig 1.). Gli1 WT ForelimbGli1KO ForelimbThe Gli1KO forelimb (humerus) appears to be slightly shorter than the WT forelimb (6 weeks of age)Gli1KO HindlimbGli1WT HindlimbThe Gli1KO femur appears to be slightly shorter and the pelvis seems to be a dierent shape compared to WT (6 weeks of age)Many thanks to Louise O’Brien, Maike De la Roche and Aude Vernet for their assistance with this project.SummaryTo summarise our scans, by observing these images, it appears that dierences in bone structure and size are evident when comparing the two genotypes side by side. To conclude, this could be a primary cause for the unusual gait.Figures 2 and 3 show the difference between the GLi1WT forelimb and the GLi1KO forelimb (humerus) thatappears to be slightly shorter than the WT at 6 weeks old.Figure 2.Figure 3.Figure 4.3 What happens next?We decided to investigate possible reasons why these mice displayed the “bunny hop” characteristic. One potential theory was a shortening of the femur and humerus causing this unusual gait, therefore this was our focus. With the help of the De la Roche laboratory, we performed computerised tomography (CT) scanning of Gli1WT and Gli1KO mice to investigate the bone structure to see if this provided the evidence to back up the theory. Figure 2 Figure 3Figures 2 and 3 show the difference between the GLi1WT forelimb and the GLi1KO forelimb (humerus) that appears to be slightly shorter than the WT at 6 weeks old. Figure 4 Figure 5Figures 4 and 5 show the difference between the hindlimb (femur) of the Gli1WT and the Gli1KO mice. The Gli KO is slightly shorter with the pelvis a different shape at 6 weeks old.Gli1WT forelimbGli1KO forelimbGli1WT hindlimbGli1KO hindlimbGLi1WT forelimb3 What happens next?We decided to investigate possible reasons why these mice displayed the “bunny hop” characteristic. One potential theory was a shortening of the femur and humerus causing this unusual gait, therefore this was our focus. With the help of the De la Roche laboratory, we performed computerised tomography (CT) scanning of Gli1WT and Gli1KO mice to investigate the bone structure to see if this provided the evidence to back up the theory. Figure 2 Figure 3Figures 2 and 3 show the difference between the GLi1WT forelimb and the GLi1KO forelimb (humerus) that appears to be slightly shorter than the WT at 6 weeks old. Figure 4 Figure 5Figures 4 and 5 show the difference between the hindlimb (femur) of the Gli1WT and the Gli1KO mice. The Gli KO is slightly shorter with the pelvis a different shape at 6 weeks old.Gli1WT forelimbGli1KO forelimbGli1WT hindlimbGli1KO hindlimbGLi1KO forelimb3 What happens next?We decided to investigate possible reasons why these mice displayed the “bunny hop” characteristic. One potential theory was a shortening of the femur and humerus causing this unusual gait, therefore this was our focus. With the help of the De la Roche laboratory, we performed computerised tomography (CT) scanning of Gli1WT and Gli1KO mice to investigate the bone structure to see if this provided the evidence to back up the theory. Figure 2 Figure 3Figures 2 and 3 show the difference between the GLi1WT forelimb and the GLi1KO forelimb (humerus) that appears to be slightly shorter than the WT at 6 weeks old. Figure 4 Figure 5Figures 4 and 5 show the difference between the hindlimb (femur) of the Gli1WT and the Gli1KO mice. The Gli KO is slightly shorter with the pelvis a different shape at 6 weeks old.Gli1WT forelimbGli1KO forelimbGli1WT hindlimbGli1KO hindlimbGLi1WT hindlimbFigure 5.3 What happens next?We decided to investigate possible reasons why these mice displayed the “bunny hop” characteristic. One potential theory was a shortening of the femur and humerus causing this unusual gait, therefore this was our focus. With the help of the De la Roche laboratory, we performed computerised tomography (CT) scanning of Gli1WT and Gli1KO mice to investigate the bone structure to see if this provided the evidence to back up the theory. Figure 2 Figure 3Figures 2 and 3 show the difference between the GLi1WT forelimb and the GLi1KO forelimb (humerus) that appears to be slightly shorter than the WT at 6 weeks old. Figure 4 Figure 5Figures 4 and 5 show the difference between the hindlimb (femur) of the Gli1WT and the Gli1KO mice. The Gli KO is slightly shorter with the pelvis a different shape at 6 weeks old.Gli1WT forelimbGli1KO forelimbGli1WT hindlimbGli1KO hindlimbGLi1KO hindlimbPoster Presentations

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233August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfarePoster PresentationsFigures 4 and 5 show the difference between the hindlimb (femur) of the Gli1WT and the Gli1KO mice. The Gli KO is slightly shorter with the pelvis a different shape at 6 weeks old.SummaryTo summarise our scans, by observing the images it appears that differences in bone structure and size are evident when comparing the two genotypes side by side.ConclusionThis could be the primary cause of the unusual gait of the mice.AcknowledgementsLouise O’Brien, Maike de la Roche and Aude Veret For their assistance with this project.Animal Technology – supporting the Technician CommitmentCALL FOR POSTERSCongress2023CONGRESS Invitation to Participate21st March – 24th Marchl take an active part in the leading annual meetingfor Animal Technologistsl submit a poster – ﬁnal date Friday 3rd February 2023*l choose to do an oral presentation of your posterand receive a discount – closing date Friday 9th December 2022*l send your ideas today on the Submission form available from www.iat.org.uk (*posters will notbe accepted for display at Congress unless theyhave been properly submitted and approved bythe Congress Committee)l two best posters will receive a prize based on the criteria: animal welfare / scientiﬁc contentl plus claim up to 10 CPD points – details given on acceptance of submissionContact: congress@iat.org.uk

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234Animal Technology and Welfare August 2020AimTo determine if environmental colour affects the Zebraﬁ sh (Danio rerio) performance metrics of survival, growth rates, fecundity and fertility.IntroductionIt is our responsibility to continually improve the husbandry conditions of animals used in research. Zebraﬁ sh (Danio rerio) are a widely used biomedical model as they reach sexual maturity quickly and have high fecundity, (Lee 2019).1 In addition, their eggs are externally fertilised, enabling easier gene manipulation and the creation of new lines. Understanding how environments can affect the animals is crucial to their husbandry in research. Where possible, factors that can be shown to be beneﬁ cial to Animal Welfare should be implemented to maintain high standards of husbandry and to improve the quality of data collected.We wanted to understand how colour can affect Zebraﬁ sh. Some research has been conducted into the colour preferences of Zebraﬁ sh and other similar ﬁ sh species with varying and conﬂ icting results. Previous research has mainly been preference testing but we wanted to look at the direct results of different colours on performance metrics as stated in the aim.MethodTo create tanks of different colours, the exterior of 3 litre (L) and 8L tanks were spray painted. Triplicates of each tank size were painted green (Hex 08B29), blue (Hex 1050A8) and black (Hex 0E0E10). With clear tanks being used as the control. 3L tanks were used for rearing ﬁ sh in the nursery, from 4 days post fertilisation (d.p.f.) until 28 d.p.f. and the 8L tanks were used for juvenile and adult ﬁ sh post 28 d.p.f. Each tank started with a population of 30 UCL (ABxTL) hybrid Zebraﬁ sh per tank.All colours had red, green and blue (RGB) components. The control was the room lights that have a lot of blue and decreasing towards red. Green tanks have a large portion of blue, green and red in almost equal portions (Figure 1). It should be noted that the room light affects how the colour is viewed and how the light emitting-diode(LED) light’s emissions will be reﬂ ected and absorbed by the paint.Does environmental colour matter to Zebraﬁ shRYAN GOLDSMITH and CAROLE WILSONZebraﬁ sh Facility, University College London, Division of Biosciences, Gower Street, WC1E 6BT UKCorrespondence: r.goldsmith@ucl.ac.uk Figure 1. Coloured tanks and their corresponding RGB spectral graphs.2 AimTo determine if environmental colour affects the Zebrafish (Danio rerio) performance metrics of survival, growth rates, fecundity and fertility.IntroductionIt is our responsibility to continually improve the husbandry conditions of animals used in research. Zebrafish (Danio rerio) are a widely used biomedical model as they reach sexual maturity quickly and have high fecundity, (Lee 2019).1In addition, their eggs are externally fertilised, enabling easier gene manipulation and the creation of new lines. Understanding how environments can affect the animals is crucial to their husbandry in research. Where possible, factors that can be shown to be beneficial to animal welfare should be implemented to maintain high standards of husbandry and to improve the quality of data collected.We wanted to understand how colour can affect Zebrafish. Some research has been conducted into the colour preferences of Zebrafish and other similar fish species with varying and conflicting results. Previous research has mainly been preference testing but we wanted to look at the direct results of different colours on performance metrics as stated in the aim.MethodTo create tanks of different colours, the exterior of 3 litre (L) and 8L tanks were spray painted. Triplicates of each tank size were painted green (Hex 08B29), blue (Hex 1050A8) and black (Hex 0E0E10). With clear tanks being used as the control. 3L tanks were used for rearing fish in the nursery, from 4 days post fertilisation (d.p.f.) until 28 d.p.f. and the 8L tanks were used for juvenile and adult fish post 28 d.p.f. Each tank started with a population of 30 UCL (ABxTL) hybrid Zebrafish per tank. Animal Technology and Welfare December 2022

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235August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareLux readings were measured using a Seneye light meter (Figure 2) to determine the intensity of light in each tank. The light meter was positioned in the base of the tank pointing directly upwards.ResultsIt should be noted that light intensity was not constant in each of the tanks (Figure 5).Figure 2. Seneye device used for measuring light intensity. 3 Figure 1. Coloured tanks and their corresponding RGB spectral graphs. All colours had red, green and blue (RGB) components. The control was the room lights that have a lot of blue and decreasing towards red. Green tanks have a large portion of blue, green and red in almost equal portions (Figure1). It should be noted that the room light effects how the colour is viewed and how the Light emitting-diode (LED) lights emit will be reflected and absorbed by the paint.Lux readings were measured using a Seneye light meter (Figure 2) to determine the intensity of light in each tank. The light meter was positioned in the base of the tank pointing directly upwards. Figure 2. Seneye device used for measuring light intensity. The fish were photographed in groups of approximately 6 fish from above at 28, 56 and 84 d.p.f (Figure 3). Standard length was measured from these photos using Image J. Figure 3. Photographs of fish taken at 28 (left) 56 (centre) and 84 (right) d.p.f.After 84 d.p.f. embryos were collected from each tank twice per week. This was achieved by leaving breeding trays (Figure 4) inside each tank overnight and collecting embryos the following day. The number laid was calculated by The ﬁ sh were photographed in groups of approximately 6 ﬁ sh from above at 28, 56 and 84 d.p.f (Figure 3). Standard length was measured from these photos using Image J.3 Figure 1. Coloured tanks and their corresponding RGB spectral graphs. All colours had red, green and blue (RGB) components. The control was the room lights that have a lot of blue and decreasing towards red. Green tanks have a large portion of blue, green and red in almost equal portions (Figure1). It should be noted that the room light effects how the colour is viewed and how the Light emitting-diode (LED) lights emit will be reflected and absorbed by the paint.Lux readings were measured using a Seneye light meter (Figure 2) to determine the intensity of light in each tank. The light meter was positioned in the base of the tank pointing directly upwards. Figure 2. Seneye device used for measuring light intensity. The fish were photographed in groups of approximately 6 fish from above at 28, 56 and 84 d.p.f (Figure 3). Standard length was measured from these photos using Image J. Figure 3. Photographs of fish taken at 28 (left) 56 (centre) and 84 (right) d.p.f.After 84 d.p.f. embryos were collected from each tank twice per week. This was achieved by leaving breeding trays (Figure 4) inside each tank overnight and collecting embryos the following day. The number laid was calculated by Figure 3. Photographs of ﬁ sh taken at 28 (left) 56 (centre)and 84 (right) d.p.f.After 84 d.p.f. embryos were collected from each tank twice per week. This was achieved by leaving breeding trays (Figure 4) inside each tank overnight and collecting embryos the following day. The number laid was calculated by their volume. We took a sub-sample from each collection that we left in an incubator overnight and the following day, the ratio of fertilised to unfertilised eggs was counted to determine fertilisation rates.Figure 4. Breeding trays used for collecting embryos from the trial tanks.4 their volume. We took a sub-sample from each collection that we left in an incubator overnight and the following day, the ratio of fertilised to unfertilised eggs was counted to determine fertilisation rates.Figure 4. Breeding trays used for collecting embryos from the trial tanks. ResultsIt should be noted that light intensity was not constant in each of the tanks (Figure 5).Figure 5. Light intensity entering each trial tank from above. Placement on the racking alters the amount of light coming into each tank. Tanks towards the sides and top rows of the racking generally are better lit than tanks towards the middle and bottom rows. We attempted to keep this variable as controlled as possible by keeping everything on the same racking level and recording the lighting differences.Placement on the racking alters the amount of light coming into each tank. Tanks towards the sides and top rows of the racking generally are better lit than tanks towards the middle and bottom rows. We attempted to keep this variable as controlled as possible by keeping everything on the same racking level and recording the lighting differences.Fish in black and control tanks produced a more consistent growth rate compared to the green and blue tanks, which were more variable. All of which can be seen in the size of the error bars in Figure 6.At 84 d.p.f. all ﬁ sh were sexually mature and were mated. There were signiﬁ cant differences in production of embryos between the coloured tanks. Figure 5. Light intensity entering each trial tank from above. 4 their volume. We took a sub-sample from each collection that we left in an incubator overnight and the following day, the ratio of fertilised to unfertilised eggs was counted to determine fertilisation rates.Figure 4. Breeding trays used for collecting embryos from the trial tanks. ResultsIt should be noted that light intensity was not constant in each of the tanks (Figure 5).Figure 5. Light intensity entering each trial tank from above. Placement on the racking alters the amount of light coming into each tank. Tanks towards the sides and top rows of the racking generally are better lit than tanks towards the middle and bottom rows. We attempted to keep this variable as controlled as possible by keeping everything on the same racking level and recording the lighting differences.Figure 6. Average ﬁ sh lengths (with 95% C.I.) from different coloured tanks at 28, 56 and 84 d.p.f. 5 Fish in black and control tanks produced a more consistent growth rate compared to the green and blue tanks, which were more variable. All of which can be seen in the size of the error bars in Figure 6.Figure 6. Average fish lengths (with 95% C.I.) from different coloured tanks at 28, 56 and 84 d.p.f. At 84 d.p.f. all fish were sexually mature and were mated. There were significant differences in production of embryos between the coloured tanks. Fish in blue tanks had the greatest capacity for egg production responsible for almost 50% of embryos (Figures 7 and 8) while still having a comparable fertility rate to the control (Stevens 2021).2 5 Fish in black and control tanks produced a more consistent growth rate compared to the green and blue tanks, which were more variable. All of which can be seen in the size of the error bars in Figure 6.Figure 6. Average fish lengths (with 95% C.I.) from different coloured tanks at 28, 56 and 84 d.p.f. At 84 d.p.f. all fish were sexually mature and were mated. There were significant differences in production of embryos between the coloured tanks. Fish in blue tanks had the greatest capacity for egg production responsible for almost 50% of embryos (Figures 7 and 8) while still having a comparable fertility rate to the control (Stevens 2021).2 5 Fish in black and control tanks produced a more consistent growth rate compared to the green and blue tanks, which were more variable. All of which can be seen in the size of the error bars in Figure 6.Figure 6. Average fish lengths (with 95% C.I.) from different coloured tanks at 28, 56 and 84 d.p.f. At 84 d.p.f. all fish were sexually mature and were mated. There were significant differences in production of embryos between the coloured tanks. Fish in blue tanks had the greatest capacity for egg production responsible for almost 50% of embryos (Figures 7 and 8) while still having a comparable fertility rate to the control (Stevens 2021).2 Poster Presentations

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236Animal Technology and Welfare August 2020Fish in blue tanks had the greatest capacity for egg production responsible for almost 50% of embryos (Figures 7 and 8) while still having a comparable fertility rate to the control (Stevens 2021).26 Figure 7. Average number of eggs laid in different coloured tanks. Figure 8. Average percentage of fertile eggs from clutches collected from different coloured tanks. Both the control and green tanks produced eggs at a similar rate but eggs from the green tank had a slightly higherfertility rate. Although fertility rates were good from the black tanks, the fish laid the least amount of eggs.DiscussionLight intensity is highly variable across the rooms and it should be assumed this will be non-standard across different rooms and facilities depending on individual lighting and room set ups. While we tried to standardise this in the trial, further work would be required to determine the true effect of lighting on growth, fertility and fecundity.In normal circumstances fish are grown and bred in transparent tanks, however this trial suggested that more consistent growth may be achieved by growing in different coloured tanks, in this case black. Similarly, fish may lay Both the control and green tanks produced eggs at a similar rate but eggs from the green tank had a slightly higher fertility rate.Although fertility rates were good from the black tanks, the ﬁ sh laid the least amount of eggs.DiscussionLight intensity is highly variable across the rooms and it should be assumed this will be non-standard across different rooms and facilities depending on individual lighting and room set ups. While we tried to standardise this in the trial, further work would be required to determine the true effect of lighting on growth, fertility and fecundity.Figure 7. Average number of eggs laid in different coloured tanks.6 Figure 7. Average number of eggs laid in different coloured tanks. Figure 8. Average percentage of fertile eggs from clutches collected from different coloured tanks. Both the control and green tanks produced eggs at a similar rate but eggs from the green tank had a slightly higherfertility rate. Although fertility rates were good from the black tanks, the fish laid the least amount of eggs.DiscussionLight intensity is highly variable across the rooms and it should be assumed this will be non-standard across different rooms and facilities depending on individual lighting and room set ups. While we tried to standardise this in the trial, further work would be required to determine the true effect of lighting on growth, fertility and fecundity.In normal circumstances fish are grown and bred in transparent tanks, however this trial suggested that more consistent growth may be achieved by growing in different coloured tanks, in this case black. Similarly, fish may lay Figure 8. Average percentage of fertile eggs from clutches collected from different coloured tanks.In normal circumstances ﬁ sh are grown and bred in transparent tanks. However this trial suggested that more consistent growth may be achieved by growing in different coloured tanks, in this case black. Similarly, ﬁ sh may lay signiﬁ cantly more fertilised embryos in a blue tank than any other colour tank, including the transparent tanks (Stevens 2021).2The results of this trial suggest different coloured tanksmay be advantageous to growing and breeding ﬁ sh. Although more studies are required, this work couldrepresent a signiﬁ cant reﬁ nement in Zebraﬁ sh welfare and husbandry.ConceptFurther to this work, we would alter the tanks with fronts as seen in ﬁ gures 10 and 11. This would allow health checking and legally required observations of the ﬁ sh to be carried out easily and not compromise the study.Figure 10. Proposed tank with graduation from black colour to clear.7 significantly more fertilised embryos in a blue tank than any other colour tank, including the transparent tanks (Stevens 2021).2 The results of this trial suggest different coloured tanks may be advantageous to growing and breeding fish. Although more work is required, this work could represent a significant refinement in Zebrafish welfare and husbandry.ConceptFurther to this work, we would alter the tanks with fronts as seen in figures 10 and 11. This would allow health checking and legally required observations of the fish to be carried out easily and not compromise the study.Figure 10. Proposed tank with graduation from black colour to clear. Figure 11. Proposed tank with graduation from blue colour to clear.7 significantly more fertilised embryos in a blue tank than any other colour tank, including the transparent tanks (Stevens 2021).2 The results of this trial suggest different coloured tanks may be advantageous to growing and breeding fish. Although more work is required, this work could represent a significant refinement in Zebrafish welfare and husbandry.ConceptFurther to this work, we would alter the tanks with fronts as seen in figures 10 and 11. This would allow health checking and legally required observations of the fish to be carried out easily and not compromise the study.Figure 10. Proposed tank with graduation from black colour to clear. To implement this into practical applications we suggest,based on these ﬁ ndings, that ﬁ sh are reared in black tanksto optimise consistent growth in the population during early development. This will mean that a population growing at a uniform rate is likely to all breed at the same time and produce a similar number of embryos. Poster Presentations

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237August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareSpeculatively this may reduce levels of aggression in tanks as ﬁsh of similar size are less likely to be aggressive to each other.Although this work is currently a concept, we hope to explore this more as a method of reﬁnement of housing and with the aim of reducing the number of animals required.AcknowledgementsMany thanks to the UCL Fish Facility staff: Paul Barwood, Heather Callaway, Karen Dunford, J. Hakkestegg, Elise Hitchcock, Joseph Upstone, Joe Warmsley.References1 Lee, C.J., Paull, G.C., & Tyler, C.R. (2019). Effects of environmental enrichment on survivorship, growth, sex ratio and behaviour in laboratory-maintained Zebraﬁsh (Danio rerio). Journal of Fish Biology, 94(1), 86-95.2 Stevens, C.H., Reed, B.T., & Hawkins, P. (2021). Enrichment for laboratory Zebraﬁsh – a review of the evidence and the challenges. Animals, 11(3), 698.Poster Presentations

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238Animal Technology and Welfare August 2020IntroductionFollowing the deep clean and fumigation of our new bio facility, numerous patches of bubbled/blistered paintwork (Figure 1) were observed throughout the building. The paint had been selected as it was known to be used in other facilities regularly fumigated using hydrogen peroxide (H2O2) in vapour form. But upon investigation we discovered the formulation of the paint recently changed to remove volatile organic compounds (VOCs). The data sheet had been revised listing only 3 compatible H2O2 fumigation systems – the system we had used was not listed.Not everyone likes bubbles! Trials and tribulations of fumigating a new life sciences facility using hydrogen peroxidePAUL HASKINS and KEITH SAVILLCambridge University, University Biomedical Services, Greenwich House, Madingley Road, Cambridge CB3 0TX UKCorrespondence: Paul.Haskings@admin.cam.ac.uk, Keith.Savill@admin.cam.ac.uk The damaged paintwork was repaired and after a period longer than the recommended curing time the rooms were re-fumigated using a different system; one listed Figure 1. Shows characteristic blistering of paint after fumigation with hydrogen peroxide. by the paint manufacturers. Although there was less bubbling a small number of patches occurred. This was particularly problematic within the Containment Level 3 (CL3) facility which would need regular routine fumigation.Meetings were held to discuss the issue:Do we repaint the entire CL3 with a new paint product or install sheet wall covering? Both of which would involve long-term closure of the facility and complete removal of the existing paint or investigate alternative fumigation methods?We decided on the latter which was fortunate as COVID-19 was just around the corner and our CL3 facilitywould be required!We approached one of the other two companies recommended by the paint manufacturer and after a successful test run, the University was offered a generator on loan, to carry out further trials within the CL3 facility. As well as providing the loan equipment the representative company provided all consumables along with continual support and assistance during what turned out to be a lengthy trial period.The generator heats, ionises and then disperses the fumigant as a ﬁ ne dry fog into rooms at 80m per second. The generator had a maximum capacity of 1 litre and was able to disinfect rooms from 10 to 1000m3. The bio-disinfectant used contained 12% hydrogen peroxide and silver, some other systems use 35% hydrogen peroxide. Figure 2 shows a typical room set up.BubblingAnimal Technology and Welfare December 2022

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239August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareMethod and ResultsThe volume of the room to be fumigated was calculated and this ﬁ gure is multiplied by the amount of fumigant per m3 required; generally 3ml per m3. The generator was placed in a corner of the room with the dispersal nozzle (venturi) facing upwards towards the opposite diagonal corner and the fumigant level set. The room heating, ventilation and air conditioning (HVAC) was turned off and the doors sealed with acrylic door covers and tape. The Class II Safety Cabinets and room based individually ventilated cage air handling units (IVC AHUs) (if present) remain operational. All caging containing nesting and bedding material was removed.During each trial we used 10 Biological Indicators (BI) (Figure 3) which use a stainless-steel carrier inoculated with An E6 (6 log) population of Geobacillus stearothermophilus spores; the inoculated carriers were placed in a Tyvek® 1 envelope. These 10 Bis were used in association with 10 Chemical Indicators (CI) (Figure 4) that were placed throughout the room at different heights and in challenging locations e.g. within cupboards and under benchtops. 5 The Bio-disinfectant used contained 12% hydrogen peroxide and silver, some other systems use 35% hydrogen peroxide. Figure 2 shows a typical room set up. .. Figure 2. Typical room set up for fumigation. GeneratorBiological Indicator (BI)I and Chemical Indicator (CI)Class II Cabinetturned onFigure 2. Typical room set up for fumigation. Class II Cabinet turned onGeneratorBiological Indicator (BI)I and Chemical Indicator (CI)For a cycle to be deemed successful the University required a 6 log deactivation of all Bis and a colour change to the CI (Figure 5) shows CIs before and after fumigation) indicating exposure of >50ppm for at least 1 hour. A control BI was used in conjunction with every test; all Bis was not achieved during the ﬁ rst few trials, but after removing the room circulation fan (the tests indicated this fumigant was most effective with a dwell period with limited air movement), increasing the amount of fumigant used from 3ml to 5ml per m3 and running two cycles consecutively, 3 hours apart (each cycle lasted circa 30 mins), we were able to develop repeated deactivation of all Biological Indicators in the room and thus provide us with validated cycles for both the holding and procedures rooms within the CL3 facility and almost as importantly – with no bubbling of the paintwork.Figure 3. Biological indicator (BI). Figure 4.Chemical indicator.7 Figure 3. Biological indicator (BI). Figure 4, Chemical indicator.For a cycle to be deemed successful the University required a 6 log deactivation of all Bis and a colour change to the CI (Figure 5) shows CIs before and after fumigation) indicating exposure of >50ppm for at least 1 hour. A control BI was used in conjunction with every test; all Bis was not achieved during the first few trials, but after removing the room circulation fan (the tests indicated this fumigant was most effective with a dwell period with limited air movement), increasing the amount of fumigant used from3ml to 5ml per m3 and running two cycles consecutively, 3 hours apart (each cycle lasted circa 30 mins), we were able to develop repeated deactivation of all 7 Figure 3. Biological indicator (BI). Figure 4, Chemical indicator.For a cycle to be deemed successful the University required a 6 log deactivation of all Bis and a colour change to the CI (Figure 5) shows CIs before and after fumigation) indicating exposure of >50ppm for at least 1 hour. A control BI was used in conjunction with every test; all Bis was not achieved during the first few trials, but after removing the room circulation fan (the tests indicated this fumigant was most effective with a dwell period with limited air movement), increasing the amount of fumigant used from3ml to 5ml per m3 and running two cycles consecutively, 3 hours apart (each cycle lasted circa 30 mins), we were able to develop repeated deactivation of all As previously mentioned, the generator is room based, which is ﬁ ne for decontaminating the actual room but we also needed to decontaminate the exhaust ductwork. Camlocks had been incorporated into the HVAC ductwork design to allow for plant room-based fumigation of the holding and procedure rooms, see picture 6. To facilitate the movement of fumigant into the exhaust duct whilst Figure 5. Chemical indicator (CI)8 Figure 5. Chemical indicator (CI) Biological Indicators in the room and thus provide us with validated cycles for both the holding and procedures rooms within the CL3 facility and almost as importantly – with no bubbling of the paintwork.As previously mentioned, the generator is room based, which is fine for decontaminating the actual room but we also needed to decontaminate the exhaust ductwork. Camlocks had been incorporated into the HVAC ductwork design to allow for plant room-based fumigation of the holding and procedure rooms, see picture 6. To facilitate the movement of fumigant into the exhaust duct whist using a room based generator, we used a slightly modified isolator fan to draw fumigated room air into the exhaust duct and back into the room via the supply duct using these camlocks. A BI and CI were placed within the fan unit Figure 6. Showing design of camlocks on ventilation system.9 to demonstrate whether the fumigant had travelled along the entire length of ductwork. Figure 6. Showing design of camlocks on ventilation system. Camlock on the supply duct workBall valve leverCamlock on the exhaust duct workBall valve leverCamlock on the supply duct workCamlock on the exhaust duct workPoster Presentations

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240Animal Technology and Welfare August 2020using a room based generator, we employed a slightly modiﬁ ed isolator fan to draw fumigated room air into the exhaust duct and back into the room via the supply duct using these camlocks. A BI and CI were placed within the fan unit to demonstrate whether the fumigant had travelled along the entire length of ductwork.This method worked well for short lengths of ducting but not for longer lengths >7m.We were uncertain as to the cause of the poor results with the longer lengths of ductwork, the CIs indicated that the fumigant was progressing along the ductwork but the BIs were not being deactivated. Possible reasonsconsidered were that the twists and turns in the long lengths of ductwork were causing airﬂ ow issues or that warmed fumigant laden air was condensing upon contact with the cool stainless-steel ductwork. Whatever the issue was, we had a problem! We decided that to get sufﬁ cient fumigant at the right concentration into the exhaust ductwork, a new approach was required. We needed to introduce the fumigant directly into the ducting.Figure 7. Showing equipment set up for ensuring ductwork fumigated correctly. 12Exhaust ductFumigant cartridgeFanDirection of fumigant and air flowFurther discussions were held with the generator representative and they agreed to supply a second generator and suggested an alternative dispensing nozzle which when used with a 3-way connection attached to the camlock on the High Efﬁ ciency Air Particulate (HEPA) housing meant that we could introduce fumigant straight into the ductwork nearest to the HEPA ﬁ lter. The return fan hose was connected to a camlock at the room end of the ductwork so that a semi closed loop was formed with the fumigant being drawn through the duct.For the ﬁ rst cycles we decided to fumigate the duct and room at the same time so that the entire length of exhaust duct, from inside the room up to the face of the HEPA ﬁ lter was decontaminated together.A T-connection was used for this initial trial but unfortunately it was noted that ﬂ uid was leaking from the joint during the cycle. As well as the joint not being airtight we surmised that the angle the fumigated air was entering the air ﬂ ow was causing the fumigant to condense. For the second trial we used a Y connection which allowed the fumigant and air from the fan to mix whilst moving in the same direction. No leakage was GeneratorFumigant cartridgeFanDirection of fumigant and air ﬂ owCamlock on exhaust HEPA HousingExhaust DuctPoster Presentations

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241August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and Welfarenoted during the cycle (no condensate was found in the hoses).However although the results from the second trial weregood, we believed them to be inconclusive. The CI inthe fan had a good colour change and the BI was deactivated but the positioning of the fan meant that we could not state that the changes to the BI and CIwere due to the fumigant that had travelled along the duct rather than the fumigant coming directly from the room. Another change of approach was required. For this we fumigated the ductwork independently of the room fumigation. The generator was set up as before but the room was not fumigated at the same time, this meant that any CI colour change and deactivation of the BI was due solely to fumigant that had been drawn through the entire length of duct.Due to the design of the ductwork, complete separation of the exhaust duct and the room was not possible. We therefore had to accept that there would be some leakage of fumigant into the room and that some ‘fresh’ room air would be drawn into the duct, to counteract this we increased the amount of fumigant to 7.5ml per m3. It was decided that each cycle would consist of a 4 minute 30 second injection of fumigant on the hour for four hours followed by an overnight (12 hour) dwell period. (It is acknowledged that this amount of fumigant is probably excessive and the cycle will be reﬁ ned in due course.) A second full cycle with fresh CI and BI was repeated the following day and the BIs sent for culturing. The colour change to the CIs was very good and the results received 6 days later showed no growth to the BIs. We had now demonstrated that the room and exhaust ductwork up to the HEPA ﬁ lter could be successfully decontaminated.ConclusionHaving had over 20 years experience of using various H2O2 dispensing systems I must admit to being rather sceptical of the isonised hydrogen peroxide system and the results that would be achieved BUT – Firstly, the equipment was very easy to use: 1. Calculate the volume of the room and multiply by the amount per m3 to be used (e.g. 3ml per m3).2. Then, set the dial to the resulting amount. 3. Turn off the room ventilation.4. Seal the room. 5. Press start on the remote control.It is also extremely portable, being light and about the same size as a microwave oven.Secondly and most importantly we obtained repeatable results with 100% deactivation of all spore strips (BIs) placed in the room and with NO BUBBLES TO THE PAINTWORK!Future PlansFollowing the successful trials within the CL3 facility we have looked at other applications for the ionised H2O2generator. Initially the method of delivery appeared to restrict its use to the room fumigation however following the addition of the recirculation fan additional uses looks possible including fumigation of Class II Safety Cabinets and Isolators where connections for a closed loop H2O2 system had been ﬁ tted.DiscussionFumigation using H2O2 in vapour form is now one of the primary methods of decontamination within the lifescience ﬁ eld. Over the past few years several new methods to dispense hydrogen peroxide have been developed but uptake of these new technologies appearsto be slow within the UK Life Sciences industry whereas they are widely used by our contemporaries in Europe and America and are also routinely used in other UK sectors such as Public Health. However, after our experiences with reformulated paint it may be time to give these new approaches a chance within our industry, not only have we found that they work, but they are also cheaper too!AcknowledgementsFor many reasons, not least the Coronavirus pandemic, the development of validated cycles for use within our CL3 facility have been a lengthy process and we would like to thank the following companies for their time, support, encouragement, patience and above all their generosity.Oxy’Pharm LtdSurrey Diagnostics LtdNorth Kent Plastics (NKP) LtdPoster Presentations

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242Animal Technology and Welfare August 2020IntroductionGreen clay can be bought and used to improve impurities of the skin. It is expected to have various nutrients to assist healing and re-energising. This has been used at the Cancer Research UK Cambridge Institute (CRUK CI) to alleviate skin lesions in mice at our facility.BackgroundMice can be prone to skin lesions for various reasons. Some theories as supported by Burkholder et al. (2012)1.– Dermatitis (ulcerative, muzzle (furunculosis), contact ((see Figure 1)).– Scratching and itching as an inﬂ ammatory response.– Fight wounds commonly seen in group housed male mice.– Barbering and overgrooming.Green Clay: not just for a pretty face HANNAH BISSMIRECancer Research UK Cambridge Institute, University of Cambridge, Li Ka Shing Centre, Robinson Way, Cambridge CB2 0RE UK Correspondence: sally.ashworth@cruk.cam.ac.ukFigure 1. Mouse exhibiting dermatitis. 2 Introduction Green clay can be bought and used by people to improve impurities of the skin. It is expected to have various nutrients to assist healing and re-energising. This has been used at the Cancer Research UK Cambridge Institute (CRUK CI) to alleviate skin lesions in mice at our facility. Background Mice can be prone to skin lesions for various reasons. Some theories as supported by Burkholder et al. (2012):1 - Dermatitis (ulcerative, muzzle (furunculosis), contact ((see Figure 1)). - Scratching and itching as an inflammatory response. - Fight wounds commonly seen in group housed male mice - Barbering and overgrooming Figure 1. Mouse exhibiting dermatitis. There are veterinary prescribed treatments available. Green clay is a non-invasive method and does not require veterinary approval nor does it have properties that may interfere with an experiment. How it works The clay is manufactured in a powder form (see figure 2) There are veterinary prescribed treatments available. Green clay is a non-invasive method and does not requireveterinary approval nor does it have properties that mayinterfere with an experiment.How it worksThe clay is manufactured in a powder form (see ﬁ gure 2).Figure 2. Green clay as used at CRUK CI. 3 Figure 2. Green clay as used at CRUK CI. 1. Using a petri dish, the powder should be mixed with sterile water until it resembles a thick consistency (cream).2. Using a clean cotton bud, apply the clay to the lesion.3. When not in use, it can be refrigerated for up to 7 days before it is discarded. The refrigerator allows ‘cooling’ properties.We have found that the cage environment is modified changed by:• Using a plastic tunnel instead of a cardboard tunnel• Sizzle Nest is provided instead of a Nestlet. • Food is placed onto the floor. • Woodchip bedding is changed to 3Rs bedding (like cat litter). Refinement and findings- Green clay can reduce the need for medicinal ointments or provision of analgesia.- Mouse toenails can be trimmed in conjunction with the green clay to prevent further harm if the mice are scratching.- Where possible reduced handling can prevent the possibility of contact dermatitis.- It is most effective when lesions are found in early stages or just forming.- It has been seen to improve animal welfare and their quality of life as a result.Happy mice make great science!AcknowledgementsSpecial thank you to all BRU staff at CRUK CI3 Figure 2. Green clay as used at CRUK CI. 1. Using a petri dish, the powder should be mixed with sterile water until it resembles a thick consistency (cream).2. Using a clean cotton bud, apply the clay to the lesion.3. When not in use, it can be refrigerated for up to 7 days before it is discarded. The refrigerator allows ‘cooling’ properties.We have found that the cage environment is modified changed by:• Using a plastic tunnel instead of a cardboard tunnel• Sizzle Nest is provided instead of a Nestlet. • Food is placed onto the floor. • Woodchip bedding is changed to 3Rs bedding (like cat litter). Refinement and findings- Green clay can reduce the need for medicinal ointments or provision of analgesia.- Mouse toenails can be trimmed in conjunction with the green clay to prevent further harm if the mice are scratching.- Where possible reduced handling can prevent the possibility of contact dermatitis.- It is most effective when lesions are found in early stages or just forming.- It has been seen to improve animal welfare and their quality of life as a result.Happy mice make great science!AcknowledgementsSpecial thank you to all BRU staff at CRUK CI1. Using a petri dish, the powder should be mixed with sterile water until it resembles a thick consistency (cream).2. Using a clean cotton bud, apply the clay to the lesion.3. When not in use, it can be refrigerated for up to 7 days before it is discarded. The refrigerator allows ‘cooling’ properties.We have found that the cage environment is modiﬁ ed changed by:– Using a plastic tunnel instead of a cardboard tunnel.– Sizzle Nest is provided instead of a Nestlet.– Food is placed onto the ﬂ oor.– Woodchip bedding is changed to 3Rs bedding (like cat litter).Animal Technology and Welfare December 2022

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243August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfareReﬁ nement and ﬁ ndings– Green clay can reduce the need for medicinal ointments or provision of analgesia.– Mouse toenails can be trimmed in conjunction with the green clay to prevent further harm if the mice are scratching.– Where possible reduced handling can prevent the possibility of contact dermatitis.– It is most effective when lesions are found in early stages or just forming.– It has been seen to improve animal welfare and their quality of life as a result.Happy mice make great science!AcknowledgementsSpecial thank you to all BRU staff at CRUK CI.References1Burkholder, T., Foltz, C., Karlsson, E., Linton, C.G., Smith, J.M. (2012). Health Evaluation of Experimental Laboratory Mice. Curr Protoc Mouse Biol. 2012 Jun;2:145-165. doi: 10.1002/9780470942390.mo110217.Epub 2012 Jun 1.Poster Presentations

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244Animal Technology and Welfare August 2020AbstractIndividual identiﬁ cation of birds used in scientiﬁ c research at The Pirbright Institute has historically used invasive wing tags. Here we present the ﬁ rst results of an ongoing study which seeks to replace the wing banding with non-invasive leg bands in a variety of ages of an inbred chicken breed.IntroductionIndividual identiﬁ cation of birds is required when using poultry in infectious disease research. At The Pirbright Institute this had historically been achieved by placing a permanent wing tag through the webbing of an individual wing of day-old chicks. (See Figure 1) In addition to the invasive nature of this type of identiﬁ cation (ID), other issues were noted including application in wrong places, rubbing and growth of feathers in older birds which cover the wing band. Here we describe the approach and initial results generated Reﬁ ning identiﬁ cation methods of Gallus gallus domesticus BILLY MATHEWS, RACHEL NEW, SOPHIE BENTLEY, JESSICA WANT, MICHAEL COLLETT and PAUL SMITHThe Pirbright Institute, Ash Road, Pirbright, Woking, GU24 0NF UK Correspondence: enquiries@pirbright.ac.ukFigure 1. Placement of wing tag on day-old chick.2 Abstract Individual identification of birds used in scientific research at The Pirbright Institute has historically used invasive wing tags. Here we present the first results of an ongoing study which seeks to replace the wing banding with non- invasive leg bands in a variety of ages of an inbred chicken breed. Introduction Individual identification of birds is required when using poultry in infectious disease research. At The Pirbright Institute this had historically been achieved by placing a permanent wing tag through the webbing of an individual wing of day-old chicks. (See Figure 1) Figure 1. Placement of wing tag on day-pld-chick. In addition to the invasive nature of this type of identification (ID), other issues were noted including application in wrong places, rubbing and growth of feathers in older birds which cover the wing band. Here we describe the approach and initial results generated at The Pirbright Institute as part of a project attempting to replace the invasive wing band with a plastic leg band. Method Four different leg band designs were assessed against several criteria including: • Ease of application adjustment • ID readability • interference with chick mobility • design functionality • cost. at The Pirbright Institute as part of a project attempting to replace the invasive wing band with a plastic leg band. MethodFour different leg band designs were assessed against several criteria including:• ease of application adjustment• ID readability• interference with chick mobility• design functionality• cost Once a leg band design was selected, various sizes were evaluated on day old Rhode Island Red (RIR) chicks, available on a weekly basis. Every day after application, the leg bands on each bird were checked to determine: – How many times they had to be loosened and/or changed.– How often the band would fall off. Figure 2. Example of chicken leg band.3 Once a leg band design was selected, various sizes were evaluated on day old Rhode Island Red (RIR) chicks, available on a weekly basis. Every day after application, the leg bands on each bird were checked to determine: - How many times they had to be loosened and/or changed. - How often the band would fall off. Figure 2. Example of chicken leg band. Results Every week for 6 months, the various sizes of leg bands were assessed on day old chicks to determine the optimal starting size. Preliminary results from the assessment of weekly hatched RIR chicks indicated that a single 6.4mm leg band (FC2) can be used on birds up to 3 weeks old before the leg band must be replaced (picture 2). It was observed however that loosening of the leg bands was required; with much of this happening between 2 – 3 weeks of age. In the 6 months thus far, no FC2 bands have fallen off chicks up to 3 weeks of age. It is important to reduce the frequency of leg band replacements to avoid transcription errors (see Graph 1). Graph 1. Number of birds requiring leg bands to be loosened and when. 05101520251 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21Number of birds with leg bands loosenedAge in daysGraph showing the number of birds which needed FC2 band loosened on a given day Animal Technology and Welfare December 2022

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245August 2020 Animal Technology and WelfareAugust 2020 Animal Technology and WelfarePoster PresentationsResultsEvery week for 6 months, the various sizes of leg bands were assessed on day old chicks to determine the optimal starting size. Preliminary results from the assessment of weekly hatched RIR chicks indicated that a single 6.4mm leg band (FC2) can be used on birds up to 3 weeks old before the leg band must be replaced (picture 2). It was observed however that loosening of the leg bands was required; with much of this happening between 2 – 3 weeks of age. In the 6 months thus far, no FC2 bands have fallen off chicks up to 3 weeks of age. It is important to reduce the frequency of leg band replacements to avoid transcription errors (see Graph 1).Graph 1. Number of birds requiring leg bands to be loosened and when.3 Once a leg band design was selected, various sizes were evaluated on day old Rhode Island Red (RIR) chicks, available on a weekly basis. Every day after application, the leg bands on each bird were checked to determine: - How many times they had to be loosened and/or changed. - How often the band would fall off. Figure 2. Example of chicken leg band. Results Every week for 6 months, the various sizes of leg bands were assessed on day old chicks to determine the optimal starting size. Preliminary results from the assessment of weekly hatched RIR chicks indicated that a single 6.4mm leg band (FC2) can be used on birds up to 3 weeks old before the leg band must be replaced (picture 2). It was observed however that loosening of the leg bands was required; with much of this happening between 2 – 3 weeks of age. In the 6 months thus far, no FC2 bands have fallen off chicks up to 3 weeks of age. It is important to reduce the frequency of leg band replacements to avoid transcription errors (see Graph 1). Graph 1. Number of birds requiring leg bands to be loosened and when. 05101520251 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21Number of birds with leg bands loosenedAge in daysGraph showing the number of birds which needed FC2 band loosened on a given day Graph showing the number of birds which needed FC2 band loosened on a given dayFigure 3. Showing check having leg band checked. 4 Due to the chicks’ rapid growth rate, it was confirmed that daily checks of the leg band tightness were essential to avoid discomfort to the chicks (See Figure 3). Figure 3. Showing check having leg band checked. Using this information, a method was developed which detailed the criteria for assessing leg band tightness to standardise the data collected. The other significant finding was that a single 11mm leg band (FC5) was identified as the largest band which did not fall off from 2 weeks of age. The duration this size can remain on the bird beyond 2 weeks before needing to be replaced will be assessed during study specific hatches which frequently extend beyond 5 weeks of age. Future work Data will continue to be collected from weekly and study specific hatches. This will be statistically analyzed to determine the optimal leg band size and age at which replacement is necessary for a given chicken breed for differing study lengths. The failure rate of a given size of wing band for a particular breed/age range of chicken will also be determined from this data. Importantly, any difference in effect of wing and leg banding on weight gain will also be examined as in Dennis et al 2008,3 with ours being based on plastic leg bands in contrast to their data using metal. Correlations of leg band replacement events with weight gain and leg diameter (see Graph 2) will also be determined to elucidate which of these two parameters is the most significant. This could be used to predict leg band replacement times for breeds previously unrecorded. Due to the chicks’ rapid growth rate, it was conﬁ rmed that daily checks of the leg band tightness were essential to avoid discomfort to the chicks (See Figure 3). Using this information, a method was developed which detailed the criteria for assessing leg band tightness to standardise the data collected. The other signiﬁ cant ﬁ nding was that a single 11mm leg band (FC5) was identiﬁ ed as the largest band which did not fall off from 2 weeks of age. The duration this size can remain on the bird beyond 2 weeks before needing to be replaced will be assessed during study speciﬁ c hatches which frequently extend beyond 5 weeks of age.Graph 2. Changes in weight and leg diameter.5 Graph 2 Graph 2. Changes in weight and leg diameter Variability between operators and within an individual operator will also be assessed to determine whether the individual influences the failure rate and frequency of loosening. Acknowledgements The Pirbright Institute, Ryan Waters (NVS) for proof reading and assisting with editing. Lauren Cresser (NIO) for producing photographs and providing logistical advice. The Poultry team for all their hard work collecting data. The chicks for being patient with us. 0246810121401002003004005006007008001 2 3 4 5 6Leg Diameter in mmWeight in GramsWeeksGraph showing how weight and leg diameter changes with ageWeightLeg diameter

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246Animal Technology and Welfare August 2020Poster PresentationsFuture work Data will continue to be collected from weekly and study speciﬁ c hatches. This will be statistically analysed to determine the optimal leg band size and age at which replacement is necessary for a given chicken breed for differing study lengths. The failure rate of a given size of wing band for a particular breed/age range of chicken will also be determined from this data. Importantly, any difference in effect of wing and leg banding on weight gain will also be examined as in Dennis et al 2008,3with ours being based on plastic leg bands in contrast to their data using metal.Correlations of leg band replacement events with weight gain and leg diameter (see Graph 2) will also be determined to elucidate which of these two parameters is the most signiﬁ cant. This could be used to predict leg band replacement times for breeds previously unrecorded. Variability between operators and within an individual operator will also be assessed to determine whether the individual inﬂ uences the failure rate and frequency of loosening. AcknowledgementsThe Pirbright Institute, Ryan Waters (NVS) for proofreadingand assisting with editing. Lauren Cresser (NIO) for producing photographs and providing logistical advice. The Poultry team for all their hard work collecting data. The chicks for being patient with us.References1The Code of Practice for the housing and care ofanimals bred, supplied or used for scientiﬁ c purposes. Code of Practice: Animals (publishing.service.gov.uk)2Rings of Distinction https://www.avianid.co.uk/3Dennis, R.L., Fahey, A.G., Cheng, H.W. Differenteffects of individual identiﬁ cation systems on chickenwell-being. Poult Sci. 2008 Jun;87(6):1052-7. doi: 10.3382/ps.2007-00240. PMID: 18492991.