Operational planning and follow-up
The Comprehensive Operational Plan for Karolinska Institutet 2023–2025 is based on Strategy 2030. Its aim is to ensure that the organisation progresses in the desired direction. It is also intended to provide a clear overview of the various requirements, objectives and opportunities generated by existing processes within Karolinska Institutet (KI). By coordinating and formulating joint initiatives, we create an ability to reach strategic decisions at all organisational levels.
The initiatives identified in the Operational Plan are based on Strategy 2030 and external requirements, the results of KI’s risk analysis and systematic quality management, changes in the world around us and the organisation’s other needs.
A number of initiatives are linked to the focus areas defined by University Management as being worthy of particular attention in operational planning during the period 2023–2025:
Strengthening the conditions for experimental research.
Strengthening the conditions for clinical research and education at all levels.
Greater preparedness to meet future health crises (universal preparedness for health).
All organisations within KI shall prioritise and plan activities that contribute to the implementation of these initiatives. Not all initiatives are relevant to all departments or equivalent organisational units. This implies a need to interpret and prioritise based on specific local conditions and needs in order to arrive at activities that one’s own department/equivalent needs to implement.
Initiatives will primarily be followed up through dialogue with the intention of disseminating experiences of and lessons learned from completed activities. In addition, the implementation of the plan will be followed up through compilations of existing measurement values, reports and follow-ups within the framework of existing processes. Work on this is ongoing. The Operational Plan will be reviewed annually and revised as and when necessary. The current version of the Operational Plan was adopted by the President on 10 October 2022 (Ref. No. 1-886/2022).
A groundbreaking university
- An organisation characterised by scientific breakthroughs and innovative solutions to future challenges. A role model for medical research and education.☆
- An organisation that provides all employees with the optimal conditions to develop their skills and achieve their goals.☆
- An education that provides students with the optimal conditions for pursuing their own ideas and developing their full potential.
An engaged university
- The best possible access to the healthcare sector in the form of placements, patients and health data for research purposes.☆
- High quality placements that prepare students in the best possible way to work in, lead and develop healthcare in collaboration with other professions.☆
- Ensuring that research benefits patients and the public.☆
- Strengthening social responsibility for preparedness for and collaboration during health crises.☆
- Developing life science by establishing new forms of collaboration and stakeholder constellations.☆
- Further developing collaboration with healthcare actors.☆
- A proactive and broader collaboration with industry.
- Nurturing and developing collaboration with other higher education institutions.
A global university
- An organisation that contributes to achieving the Sustainable Development Goals (SDGs) of the 2030 Agenda related to global health and wellbeing.
- Responsible global, national and local collaboration that improves the quality of education and research.☆
- Students who are well-prepared for global citizenship.
- An education that provides students with good conditions for internationalisation at home, but also opportunities for international student exchanges within the programme.
- A work and study environment characterised by cooperation and respect for diversity.
- A good physical, organisational and psychosocial work and study environment characterised by equal rights and opportunities and free from discrimination.
- A campus that is healthy and environmentally and socially sustainable in the long term, closely linked to global sustainability.
- Predictable career paths and the optimisation of the size of our organisation with respect to the different career levels.
- Predictability, transparency and influence for all students and staff.
- Responsive cooperation with student unions that encourages and safeguards engagement and influence.
- Students who feel secure in their study environment and in their future practice, and who are well-prepared for the various challenges of working life.
☆ = Initiative linked to a focus area
More on Strategy 2030
Peter BrandbergOperations controller
More information for logged in staff
There is more information for those of you working in the following groups
- C4.Department of Neuroscience