Skip to content

Implementation of Vision 2030

Published: 12 September 2019

Vice-chancellor Birgitta Bergvall-Kåreborn on Luleå University's new vision.

This video has been blocked due to your cookie settings.
Accept marketing cookies or watch the video on Youtube.

July, August and September always seem to go a little faster than other months. I get surprised every year how quickly I return to my work routines after the holidays. Already, the holiday season feels quite far away, but what remains is the feeling of being rested and full of new energy. After meeting our new students and welcoming them to the university, I always feel confident for the future. It is a special feeling to see the hall full of new and expectant people, ready for a new phase in life.

As a university, we are also entering a new phase as our current vision will soon be replaced by Vision 2030. We have already started in some areas, such as our strategic collaboration agreements with LKAB and with the Swedish Forest Industries Federation.

Strategic plan

During the spring and summer, several of the university's employees have worked intensively to start the process of implementing Vision 2030 by devising a strategic plan for the first four years. The strategic plan includes, among other things, the work of identifying and shaping three new future areas for education and research that, together with our existing areas from Vision 2020, will strengthen the university's operations. It will be very interesting to the proposals and how they will contribute to groundbreaking research results and innovative education.

Our major educational initiatives in the form of development money to challenge the current view on education and learning, together with a leadership program for future educational leaders, are also important parts of the plan.

Based on our number of applicants, and the ever-increasing competition nationally and internationally, it is of the utmost importance that we critically review our education and consider how we can strengthen its quality, attractiveness and accessibility, while also creating more space for skills development for our employees. In order for us to do this, I believe that we must address the technology trends we see in society at large; understand and adapt our education to the successors of the Millennium generation, generation Z students, and seek new partners to help us reduce our education-related costs.

New organizational structure

In the autumn we will also develop a new organizational structure where we go from six to five departments. Three departments will be affected by this, KKL, ETS and HLV. The purpose of the reorganization is to create better conditions to reach Vision 2030 and to deliver innovative education and groundbreaking research results. It is therefore no longer just a department matter, instead something that will contribute to a more attractive university where pedagogy and learning permeate our activities to a greater extent and where our artistic areas challenge and strengthen our education and research.

I would therefore like to encourage all staff and students to take this opportunity and consider how to best transform our vision into reality and organize ourselves for the future. Be creative, innovative and brave.

Birgitta

Toppbild rektors blogg