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Strategy 2012. Karolinska Institutet 2010 - 2012. Two central questions. How will the strategy affect my activities? How can a department, for example, contribute to the various measures that are presented in the strategy ? . VISION AND MISSION . Vision
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Strategy 2012 Karolinska Institutet 2010 - 2012 Strategy 2012
Two central questions Strategy2012 How will the strategy affect my activities? How can a department, for example, contribute to the various measures that are presented in the strategy?
VISION AND MISSION Strategy2012
Strategy2012 Vision Karolinska Institutet shall be one of the world’s leading medical universities Mission The mission of Karolinska Institutet is to improve people’s health through research and education
VALUES Strategy2012
Values Introduction Karolinska Institutet operates in an area in which fundamental values have a profound effect. An ethical and humanist conviction is therefore an ever-present consideration for all personnel.Society has a right to pose very stringent requirements on the work carried out at KI. Strategy 2012
Values Strategy2012 The work carried out at KI shall be characterised by high quality and an ethical approach
Values(continuation) Strategy2012 KI shall defend the independence of research
Values(continuation) Strategy2012 Education and research at KI shall interact in a mutual exchange of knowledge and experience
Values(continuation) Strategy2012 Education and research at KI shall be characterised by a sincere responsibility for society and thus contribute to sustainable development both within and beyond Sweden’s borders
Values(continuation) Strategy2012 The work carried out at KI shall be characterised by confidence in the initiative, creativity, independence and expertise of its personnel and students. KI shall support personnel and students in developing these properties.
Values(continuation) Strategy2012 KI shall provide an environment for work and study that is characterised by Sound leadership Participation and involvement Transparency Equality and diversity Concern for both the internal and the external environment
SEVEN CHALLENGES Strategy2012
Challenge 1 Strategy2012 Conduct medical research of high quality in an international perspective
Challenge 1 - Course of action Strategy2012 Give high priority to high-quality research that generates new knowledge within biological science and the life sciences, and within the mechanisms of disease and public health. Such research can lead to better health care and medical care. Reinforce the research profile of KI by - investments in the formation of centres of translational research,- granting ear-marked resources to prominent professors,- strategic recruitment of world-leading professors,- development of the research infrastructure at KI.
Challenge 1 - Course of action, (continuation) Strategy 2012 Improve the prospects of recruiting and financing young scientists, principally during the post-doc and research assistant phases of their careers. Use the results of the external assessment of research quality at KI (ERA 2010) as a basis for strategic considerations. Develop the Swedish Science for Life Laboratory (SciLifeLab) to become a world-class laboratory for large-scale research in the biological sciences, in collaboration with KTH Royal Institute of Technology, Stockholm University and Uppsala University.
Challenge 2 Strategy 2012 Shorten the period between research result and practical application
Challenge 2 - Course of action Strategy2012 Develop the innovation system to become a long-term, sustainable and self-financing system for the transfer of research results to commercial application. Shorten the period between discovery and practical clinical application by creating better systems for measuring the benefit of new methods of treatment and new pharmaceuticals within the health and medical care system. Develop the art of entrepreneurship and the innovative capacity of scientists, teaching personnel and students.
Challenge 3 Strategy2012 Apply quality assurance in education and promote learning
Challenge 3 - Course of action Strategy2012 Review and modify the courses and programmes offered by Karolinska Institutet such that an increased proportion of the education is given at the advanced level in fields that correspond to KI’s profile of high-quality research. Reward educational environments that provide high-quality education by relating the resources granted to a number of predefined criteria. Reward skill and engagement in teaching by a focused application of KI’s incentive and career-development system, adapted to suit teaching activities.
Challenge 3 - Course of action, (continuation) Strategy2012 Reinforce the position of education by considering the needs of education when recruiting personnel. Reinforce on-site training by establishing several new clinical adjunct and joint employment positions, and by increasing the academic and educational expertise of clinical supervisors.
Challenge 4 Strategy2012 Strengthen education at doctoral level to compete with increasing global competition
Challenge 4 - Course of action Strategy2012 Stimulate and develop doctoral education in a translational setting: training is to be designed such that it stimulates the transfer of knowledge and issues between patient-based and experimental research. Develop the educational theory of doctoral education conducted in courses, programmes and research schools, and the theory of supervision; and work to implement goal-directed methods within doctoral education. Ensure the quality of training at doctoral level that is provided for clinical personnel.
Challenge 5 Strategy 2012 Strengthen leadership in order to achieve efficient operations and competitive environments
Challenge 5 - Course of action Strategy 2012 Develop a strategic supply of leaders by identifying potential leaders at an early stage, followed by preparing and developing such personnel for leadership. Improve and develop the quality of leadership by creating clear objectives for leadership within KI and by developing a system for regular follow-up and assessment. Good examples of leadership are to be continuously recognized. Improve the flow of communication such that comprehensive objectives and processes of change are adopted throughout KI’s operations. Provide support for leaders at all levels in their role as communicative leader, such that personnel become involved and develop a sense of participation.
Challenge 6 Strategy 2012 Improve the conditions for core activities by more efficient administrative support
Challenge 6 - Course of action Strategy 2012 Increase the attractiveness of tasks in administration by clarifying mandates and increasing expertise. Reinforce collaboration between central and local administration. Make administrative processes more efficient and more uniform by giving priority to work to improve such processes. Develop the infrastructure for information management within KI.
Challenge 7 Strategy2012 Improve integration between health care, research and education
Challenge 7 - Course of action Strategy 2012 Formulate a joint strategy between Karolinska Institutet and the Stockholm County Council for the development of health care, education and research, and implement this strategy. Clarify tasks within the academic health and medical care system for the fields of activity: providing care, research and education. Develop an appropriate organisation, incitement structure and leadership for the health and medical care system, clinical research and work-based education.
